R. N. Carleton and others
Canadian Psychology
First published February 8, 2018
Abstract
Substantial media attention has focused on suicide among Canadian Public Safety Personnel (PSP; e.g., correctional workers, dispatchers, firefighters, paramedics, police). The attention has raised significant concerns about the mental health impact of public safety service, as well as interest in the correlates for risk of suicide. There have only been two published studies assessing lifetime suicidal behaviors among Canadian PSP. The current study was designed to assess past-year and lifetime suicidal ideation, plans, and attempts amongst a large diverse sample of Canadian PSP. Estimates of suicidal ideation, plans, and attempts were derived from self-reported data from a nationally administered online survey. Participants included 5,148 PSP (33.4% women) grouped into six categories (i.e., Call Centre Operators/Dispatchers, Correctional Workers, Firefighters, Municipal/Provincial Police, Paramedics, Royal Canadian Mounted Police). Substantial proportions of participants reported past-year and lifetime suicidal ideation (10.1%, 27.8%), planning (4.1%, 13.3%), or attempts (0.4%, 4.6%). Women reported significantly more lifetime suicidal behaviors than men (ORs = 1.15 to 2.62). Significant differences were identified across PSP categories in reports of past-year and lifetime suicidal behaviors. The proportion of Canadian PSP reporting past-year and lifetime suicidal behaviors was substantial. The estimates for lifetime suicidal behaviors appear consistent with or higher than previously published international PSP estimates, and higher than reports from the general population. Municipal/Provincial Police reported the lowest frequency for past-year and lifetime suicidal behaviors, whereas Correctional Workers and Paramedics reported the highest. The results provide initial evidence that substantial portions of diverse Canadian PSP experience suicidal behaviors, therein warranting additional resources and research.
The research is here.
Showing posts with label Work Setting. Show all posts
Showing posts with label Work Setting. Show all posts
Wednesday, March 21, 2018
Tuesday, December 30, 2014
When Talking About Bias Backfires
By Adam Grant and Sheryl Sandberg
The New York Times - Sunday Review
Originally published December 6, 2014
Here is an excerpt:
Rather than merely informing managers that stereotypes persisted, they added that a “vast majority of people try to overcome their stereotypic preconceptions.” With this adjustment, discrimination vanished in their studies. After reading this message, managers were 28 percent more interested in working with the female candidate who negotiated assertively and judged her as 25 percent more likable.
When we communicate that a vast majority of people hold some biases, we need to make sure that we’re not legitimating prejudice. By reinforcing the idea that people want to conquer their biases and that there are benefits to doing so, we send a more effective message: Most people don’t want to discriminate, and you shouldn’t either.
The entire article is here.
Editor's note: Read the entire article and reflect on how this can influence the way in which psychologists communicate with patients.
The New York Times - Sunday Review
Originally published December 6, 2014
Here is an excerpt:
Rather than merely informing managers that stereotypes persisted, they added that a “vast majority of people try to overcome their stereotypic preconceptions.” With this adjustment, discrimination vanished in their studies. After reading this message, managers were 28 percent more interested in working with the female candidate who negotiated assertively and judged her as 25 percent more likable.
When we communicate that a vast majority of people hold some biases, we need to make sure that we’re not legitimating prejudice. By reinforcing the idea that people want to conquer their biases and that there are benefits to doing so, we send a more effective message: Most people don’t want to discriminate, and you shouldn’t either.
The entire article is here.
Editor's note: Read the entire article and reflect on how this can influence the way in which psychologists communicate with patients.
Tuesday, April 8, 2014
Dark thoughts: why mental illness is on the rise in academia
By Claire Shaw and Lucy Ward
The Guardian
Originally published March 6, 2014
Mental health problems are on the rise among UK academics amid the pressures of greater job insecurity, constant demand for results and an increasingly marketised higher education system.
University counselling staff and workplace health experts have seen a steady increase in numbers seeking help for mental health problems over the past decade, with research indicating nearly half of academics show symptoms of psychological distress.
The entire story is here.
The Guardian
Originally published March 6, 2014
Mental health problems are on the rise among UK academics amid the pressures of greater job insecurity, constant demand for results and an increasingly marketised higher education system.
University counselling staff and workplace health experts have seen a steady increase in numbers seeking help for mental health problems over the past decade, with research indicating nearly half of academics show symptoms of psychological distress.
The entire story is here.
Friday, March 21, 2014
Five Key Ethical Issues in the Workplace
By Cynthia Schoeman
The Ethics Monitor
It’s important to understand these key ethical issues.
Ethics in the workplace is not a new topic. In theory, it should always have been applicable. However, in practice, ethics is often quite a recent focus area. Consequently, leaders and managers often don’t have the breadth of knowledge or depth of understanding about ethics that they have relative to many other areas of business. But, in order to manage ethics effectively, an understanding of five key ethical issues is imperative.
1. Ethics is a choice.
2. Values: The Leader's Role
3. Ethics involves Others as well
4. The New ROI: Return on Integrity
5. From Theory and Sound Intentions to Action
The entire article is here.
The Ethics Monitor
It’s important to understand these key ethical issues.
Ethics in the workplace is not a new topic. In theory, it should always have been applicable. However, in practice, ethics is often quite a recent focus area. Consequently, leaders and managers often don’t have the breadth of knowledge or depth of understanding about ethics that they have relative to many other areas of business. But, in order to manage ethics effectively, an understanding of five key ethical issues is imperative.
1. Ethics is a choice.
2. Values: The Leader's Role
3. Ethics involves Others as well
4. The New ROI: Return on Integrity
5. From Theory and Sound Intentions to Action
The entire article is here.
Sunday, February 9, 2014
Strengthening the Ethical Culture of Your Organization Should Be a Priority
By Barbara Richman
SPHR
According to the 2011 National Business Ethics Survey, a report published by the Ethics Resource Center, the ethical culture of the American workplace is in transition. The survey, the seventh since 1994, was conducted for the purpose of understanding how employees at all levels view ethics and compliance at work.
Its overall results send mixed signals to employers. While positive indicators are included in the findings, they are clouded by “ominous warning signs of a potentially significant ethics decline ahead.”
On the positive side, the data revealed historically low levels of misconduct in the American workplace and near record high levels of employees reporting misconduct that they observed. On the negative side, however, there was a sharp rise in retaliation against employee whistleblowers, an increase in the percentage of employees who perceived pressure to compromise standards in order to do their jobs, and near record levels of companies with weak ethical cultures.
The entire story is here.
SPHR
According to the 2011 National Business Ethics Survey, a report published by the Ethics Resource Center, the ethical culture of the American workplace is in transition. The survey, the seventh since 1994, was conducted for the purpose of understanding how employees at all levels view ethics and compliance at work.
Its overall results send mixed signals to employers. While positive indicators are included in the findings, they are clouded by “ominous warning signs of a potentially significant ethics decline ahead.”
On the positive side, the data revealed historically low levels of misconduct in the American workplace and near record high levels of employees reporting misconduct that they observed. On the negative side, however, there was a sharp rise in retaliation against employee whistleblowers, an increase in the percentage of employees who perceived pressure to compromise standards in order to do their jobs, and near record levels of companies with weak ethical cultures.
The entire story is here.
Friday, August 2, 2013
Beauty, Personality, and Affect as Antecedents of Counterproductive Work Behavior Receipt
Brent A. Scott, Timothy A. Judge
Human Performance
Vol. 26, Iss. 2, 2013
Abstract
Over the years, much attention has been devoted to understanding counterproductive work behavior (CWB) and its related concepts. Less is known, however, about whether certain employees find themselves more than others to be the targets of CWB. To examine this issue, we tested a model that positioned CWB receipt as a function of employees' personality (neuroticism, agreeableness), their appearance (physical attractiveness), and the negative emotions felt toward those employees by their coworkers. Two studies using multiple sources of data revealed that disagreeable and physically unattractive employees received more CWB from their coworkers, coworker negative emotion felt toward employees was associated with CWB receipt, and the relationship between employee agreeableness and CWB receipt was due, in part, to coworker negative emotion.
An accumulating body of literature has examined counterproductive work behavior (CWB), defined as “behavior intended to hurt the organization or other members of the organization” (Spector & Fox, 2002, p. 271). Researchers have investigated CWB under a variety of labels, including abuse (Keashly, Trott, & MacLean, 1994), aggression (Baron & Neuman, 1996), antisocial behavior (Giacalone & Greenberg, 1997), harassment (Bowling & Beehr, 2006), incivility (Andersson & Pearson, 1999), social undermining (Duffy, Ganster, & Pagon, 2002), and workplace deviance (Robinson & Bennett, 1995). Collectively, this research has drawn attention to CWB in organizations by identifying reasons why employees engage in such harmful actions, with antecedents encompassing both personal factors (e.g., agreeableness, conscientiousness, job satisfaction, and negative emotion) and situational factors (e.g., unfair treatment; for meta-analyses, see Berry, Ones, & Sackett, 2007; Dalal, 2005; Salgado, 2002).
The entire article is here.
Human Performance
Vol. 26, Iss. 2, 2013
Abstract
Over the years, much attention has been devoted to understanding counterproductive work behavior (CWB) and its related concepts. Less is known, however, about whether certain employees find themselves more than others to be the targets of CWB. To examine this issue, we tested a model that positioned CWB receipt as a function of employees' personality (neuroticism, agreeableness), their appearance (physical attractiveness), and the negative emotions felt toward those employees by their coworkers. Two studies using multiple sources of data revealed that disagreeable and physically unattractive employees received more CWB from their coworkers, coworker negative emotion felt toward employees was associated with CWB receipt, and the relationship between employee agreeableness and CWB receipt was due, in part, to coworker negative emotion.
An accumulating body of literature has examined counterproductive work behavior (CWB), defined as “behavior intended to hurt the organization or other members of the organization” (Spector & Fox, 2002, p. 271). Researchers have investigated CWB under a variety of labels, including abuse (Keashly, Trott, & MacLean, 1994), aggression (Baron & Neuman, 1996), antisocial behavior (Giacalone & Greenberg, 1997), harassment (Bowling & Beehr, 2006), incivility (Andersson & Pearson, 1999), social undermining (Duffy, Ganster, & Pagon, 2002), and workplace deviance (Robinson & Bennett, 1995). Collectively, this research has drawn attention to CWB in organizations by identifying reasons why employees engage in such harmful actions, with antecedents encompassing both personal factors (e.g., agreeableness, conscientiousness, job satisfaction, and negative emotion) and situational factors (e.g., unfair treatment; for meta-analyses, see Berry, Ones, & Sackett, 2007; Dalal, 2005; Salgado, 2002).
The entire article is here.
Sunday, July 21, 2013
Canadians see misconduct in workplace, but few are reported
By Theresa Tedesco
Financial Post
Originally published July 4, 2013
As many as 42% of working Canadians – or 7.1 million — say they have witnessed breaches of ethical conduct in their workplace and 48% of them did not report the misconduct, according to a new study on ethics in the Canadian workplace.
At the same time, a survey by Ipsos Reid revealed that one in three working Canadians felt that “delivering results in their organization was more important than doing the right thing.” Furthermore, 22% of respondents said they felt they had to compromise their personal ethics to keep their job.
The entire article is here.
Financial Post
Originally published July 4, 2013
As many as 42% of working Canadians – or 7.1 million — say they have witnessed breaches of ethical conduct in their workplace and 48% of them did not report the misconduct, according to a new study on ethics in the Canadian workplace.
At the same time, a survey by Ipsos Reid revealed that one in three working Canadians felt that “delivering results in their organization was more important than doing the right thing.” Furthermore, 22% of respondents said they felt they had to compromise their personal ethics to keep their job.
The entire article is here.
Wednesday, July 10, 2013
Three Shocking Truths About Lying At Work
By Keld Jensen
Forbes
Originally published June 24, 2013
Mark Twain famously said, “If you tell the truth, you don’t have to remember anything.” However, the benefit of a guilt-free conscious and a crystal-clear mind appears not to be a strong enough incentive to deter lying, especially in the workplace.
The pandemic of lying does not just refer to high-profile cases, such as Bill Clinton’s affair, Lance Armstrong’s denial of doping, and Bernie Madoff’s financial deceit. Workplace lying is a far more widespread issue and it is taking place in offices around the world. There is a steady undercurrent of dishonesty, “white lies,” cheating, and bending the rules, and it’s time we pull the rug out and expose three simple truths about lying.
1) You lie at work—so does everyone else.
Most of us are willing to confess to it. According to a survey by psychotherapist and consultant Dr. Brad Blanton, 93% of respondents out of forty thousand Americans admitted to lying “regularly and habitually in the workplace.” Personally, I believe the other 7% are lying to themselves—and they probably believe it!
The entire story is here.
Forbes
Originally published June 24, 2013
Mark Twain famously said, “If you tell the truth, you don’t have to remember anything.” However, the benefit of a guilt-free conscious and a crystal-clear mind appears not to be a strong enough incentive to deter lying, especially in the workplace.
The pandemic of lying does not just refer to high-profile cases, such as Bill Clinton’s affair, Lance Armstrong’s denial of doping, and Bernie Madoff’s financial deceit. Workplace lying is a far more widespread issue and it is taking place in offices around the world. There is a steady undercurrent of dishonesty, “white lies,” cheating, and bending the rules, and it’s time we pull the rug out and expose three simple truths about lying.
1) You lie at work—so does everyone else.
Most of us are willing to confess to it. According to a survey by psychotherapist and consultant Dr. Brad Blanton, 93% of respondents out of forty thousand Americans admitted to lying “regularly and habitually in the workplace.” Personally, I believe the other 7% are lying to themselves—and they probably believe it!
The entire story is here.
Friday, January 6, 2012
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