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The purpose of this paper is to examine the efficacy of the demand‐control‐support model, augmented with employee perceptions of organisational justice and degree of met expectations.

Data were collected from 128 public sector employees working in a large state police force operating under many of the elements of new public management. Hierarchical multiple regression analyses were conducted using four indicators of occupational strain: employee wellbeing, job satisfaction, organisational commitment and intent to quit.

The results of this study suggest that the demand‐control‐support model has great utility in identifying those aspects of the work environment associated with employee strain. Job control and social support at work in particular were the most consistent predictors. In contrast, the expectation and justice variables failed to make significant contributions to the model in all but one analysis providing no support for the “injustice as stressor” perspective.

Although a cross‐sectional design was utilized, these results highlight the value of applying the parsimonious demand‐control‐support model to a wider set of outcomes, especially in a public sector environment.

The results emphasize the importance of the relatively neglected “softer” work characteristics support and control. In order to combat the ill‐effects of organisational reforms and prompt a shift towards the public value approach, managers operating under elements of new public management should ensure that adequate social support at work is available and that employee control is commensurate with their demands.

This study examined an augmented demand‐control‐support model and identified that whilst perceptions of justice can influence employee attitudes and wellbeing, the demand, control, and support variables remain the most influential factors with regard to public sector employee attitudes and wellbeing.

Frequent absences from work can be highly disruptive, whilst also potentially indicating problematic working conditions that can lead to increased withdrawal behaviour. The purpose of this paper is to test the predictive capability of an expanded effort-reward imbalance model on employee absenteeism within the context of policing.

Three separate reward systems are identified by the effort-reward imbalance model. In this study, the authors assessed these individual components for their contribution to officer withdrawal behaviour in the form of absenteeism frequency. Data were gathered from a sample of operational officers (n=553) within a large Australian police agency.

Findings indicate that there was a strong influence of social rewards such as social support and recognition in the workplace on officer absenteeism rates. Low workload was associated with a higher frequency of absenteeism suggesting a potential underloading effect. There were a number of significant interactions providing support for the effort-reward imbalance mechanism and the separation of the reward construct. Security rewards were particularly influential and significantly moderated the relationship between effort and absenteeism.

Differential effects of occupational rewards were identified in the study, indicating that there are significant opportunities for expansion of the effort-reward imbalance model along with opportunities for HRM practitioners in terms of employee recognition and remuneration programmes. This research was focused on a specific sample of operational officers, therefore should be expanded to include multiple occupational groups.

This paper considers and expanded model of worker strain and contributes a longitudinal assessment of the association between perceived effort and reward systems and worker absenteeism.

This paper reports on the results of a study aimed at identifying the relative influence of generic and job‐specific stressors experienced by a cohort of Australian managers. The results of a regression analysis revealed that both the generic components of the job strain model (JSM) and job‐specific stressors were predictive of the strain experienced by participants. However, when looking at the total amount of variance that is explained by the predictor variables, the combined influence of job demand, job control and social support contributed 98 per cent of the explained variance in job satisfaction and 90 per cent of the variance in psychological health. The large amount of variance explained by the JSM suggests that this model provides an accurate account of the work characteristics that contribute to the strain experienced by managers and no augmentation is needed.

The overall purpose of this paper is to examine the extent to which breaches in psychological contracts and perceptions of organizational fairness account for variations in job stress experienced by operational police officers (as measured by psychological distress and employee performance), after controlling for the variance associated with more established job stressors (i.e. job demands, job control and social support).

This study is based on data collected through a self‐report survey involving operational members of a large Australian police force (n=582).

Results of hierarchical multiple regression analyses indicate that vast majority of explained variance in psychological distress and extra‐role performance is attributed to the additive effects of demand, control, and support. Furthermore, only one of the social exchange dimensions (interpersonal fairness) is predictive of either target variable.

The limitations that need to be taken into account are the cross‐sectional nature of the study design and the focus on a single police service.

Despite the generally weak support for the social exchange variables, there are signs that dimensions of justice (particularly interpersonal justice) should be included in future police‐stress investigations. The results also suggest that job characteristics such as job demand, job control and social support should be taken into account when developing strategies to prevent and/or reduce chronic job stress in policing services.

This is one of the first studies to examine the relationships between psychological contract breach, perceptions of fairness and police stress.

The present paper reports on research which attempted to ascertain the attitudes of the management and site personnel of general contractors and subcontractors on the issue of health promotion in the workplace. The main focus was on fitness and nutrition programmes, and the existence of a relationship between the health of employees and their productivity. The data were collected using questionnaires from a sample of eight large general contractors and 14 subcontractors operating in the Sydney region of the Australian construction industry. The responses in the sample were received from eight occupational health and safety (OHS) managers and 34 site workers employed by general contractors, and 14 site workers employed by subcontractors. The attitudes of the respondents toward health promotion in the workplace were found to be highly positive, and supportive of the development and implementation of health promotion programmes. In the opinion of the respondents, job performance and productivity may be increased through health promotion programmes in the workplace.

The purpose of this paper is to systematically synthesize the extant literature of knowledge sharing (KS) and knowledge transfer (KT) in the small and medium enterprise (SME) context and to contribute with predictions of emerging themes.

Applied is a systematic literature review using three bibliometric techniques: (1) textual analysis for keywords and abstracts to identify the research hotspots, (2) co-citation analysis of references to identify the evolution of KS and KT in SME and (3) bibliographic coupling analysis of documents to synthesize antecedents and outcomes.

A conceptual map emerges from the review to reveal the antecedents of KS and KT at the individual, group and organizational levels. The analysis shows the strategic importance of KS and KT for the SME context. Specific findings include: (1) KS and KT are involved in enhancing SMEs strategic focus for human resources, including organizational learning, customer relations, creativity, higher profit and positive effects on operational processes and decision-making. (2) Innovation, trust and performance are identified as central human factors linked to KS and KT in SMEs. (3) Human resource (HR) management research could contribute to KS and KT in the SME domain by exploring KS- and KT-based practices, linking the emergence of innovation and innovative behaviors to these practices, leading to a better understanding of strategies that enable the long-term storage and retrieval of tacit and explicit knowledge as organizational memory in the SME context.

This paper is one of the first to systematically review KS and KT in SMEs and propose a concept map. The research adds value to the growing literature of KS and KT and exposes the need for more specific activities to support SME managers, as well as HR managers, who need to facilitate KS and KT in SMEs.

The purpose of this study was to investigate the moderating effects of organizational justice and workplace friendship on the relationship between workplace bullying and hotel employees’ well-being.

The research sample included 310 entry-level employees of international tourism hotels in Taiwan. This study adopted hierarchical regression for data analysis.

The study found that workplace bullying negatively impacted on hotel employees’ well-being. Organizational justice and workplace friendship had significantly positive effects on hotel employees’ well-being. Compared with workplace friendship, organizational justice had a significant moderating effect on the relationship between workplace bullying and hotel employees’ well-being.

In the research fields of hospitality, past studies failed to use organizational justice and workplace friendship to moderate the relationship between workplace bullying and hotel employees’ well-being. This study confirmed that organizational justice could effectively buffer the negative effect of workplace bullying on hotel employees’ well-being.

This paper aims to enhance the understanding of the essence of product innovation capability (PIC) as a dynamic capability by systematically assessing its conceptualization and construct validity. The paper answers the call by numerous researchers to undertake research efforts to better understand and operationalize dynamic capability constructs.

A priori and scholarly contentions based on complementarities between the tenets of three prominent frameworks (Dynamic Capability View, Process Management and Organizational Ambidexterity) were utilized for conducting a theoretical triangulation, as presented in the paper. Established approaches to explication and measurement of multi-dimensional latent constructs were used for guiding this paper.

This paper enhances the conceptualization of dynamic capabilities and identifies a lacuna in frequently adopted PIC operationalization approaches that is pertinent to other dynamic capabilities. It presents substantive and specific prescriptions for enabling the development of superior capability (both dynamic and operational) measurement models in empirical research.

The diverse implications for research and practice are discussed in the paper alongside suggestions for future research.

This paper guides future theoretical and empirical research by reviewing the conception and validity of PIC. It presents a comprehensive conception of dynamic capabilities by extending the dynamic capability definition to address the identified problems. The arguments presented have wide-ranging applications and broad generalizability across multiple research fields.

The policing profession is associated with psychosocial hazard. Fatigue and burnout often affect police officers, and may impair the functioning of the organization and public safety. The relationship between fatigue and burnout may be modified by job-related emotions. While negative emotions have been extensively studied, the role of positive emotions at work is relatively less known. Additionally, there is insufficient knowledge about the role of the intensity of emotions. The purpose of this paper is to examine the role of job-related emotions in the relationship between fatigue and burnout in police officers.

In all, 169 police officers (26 women) completed a test battery that assessed acute fatigue, burnout (Oldenburg Burnout Inventory: exhaustion and disengagement), and emotions (Job-related Affective Well-being Scale).

Acute fatigue was associated more strongly with exhaustion than with disengagement. Low-arousal negative emotions partially mediated the relationship between fatigue and exhaustion. High-arousal positive and negative emotions were partial mediators between fatigue and disengagement experienced by police officers.

The results show that high-arousal emotions were associated with changes in work motivation, while low-arousal negative emotions reduced energetic ability to work.

This paper enhances understanding of burnout among police officers and the mediating role of emotions. The patterns of the relationships between fatigue, burnout and emotions are discussed in the context of the conservation of resources theory and the tripartite model of anxiety and depression.