Purpose This study investigates how safety training influences nurses’ prosocial voice and safety behaviors, specifically examining the mediating role of prosocial voice behavior in the relationship between safety training and three major safety behaviors (safety compliance, safety participation and risky behaviors). Design/methodology/approach A quantitative and a cross-sectional study used snowballing to collect the sample of medical and surgical nurses in Saudi Arabia through online survey. Accordingly, 391 nurses completed the self-reported online survey successfully. Adapting scales were analyzed by SPSS 25 and Hayes Process Macro to examine the research questions. Findings Safety training influences nurses’ prosocial behavior positively and, thereby, their safety behaviors. It was found that safety compliance and participation were influenced by safety training through prosocial behavior, but no mediation effect was found for risky behaviors. These results were supported by statistically significant indirect effects (safety compliance: 95% CI [0.05, 0.13], p < 0.001; safety participation: 95% CI [0.10, 0.22], p < 0.001). Originality/value This study contributes novel insights into the mechanisms through which safety training affects nurses’ safety behaviors, highlighting the critical role of prosocial voice. By integrating Social Exchange Theory and Self-Determination Theory, the study provides a theoretical basis for how organizational support through training can empower nurses to speak up and engage in safety-enhancing actions. Safety training provides nurses with the necessary competencies and thereby raises their voice regarding safety issues. This research adds to the body of literature by providing a deeper understanding of how safety training influences safety behaviors via prosocial voice. The findings provide valuable implications for developing safety training programs that promote the value of encouraging nurses to voice safety concerns, ultimately enhancing workplace safety. Practical and educational implications are outlined for healthcare leaders and educators.

Purpose This study examines how psychological detachment from work relates to work–family balance and how this relationship is moderated by the type of work model (remote, hybrid and on-site) and employees’ perceived fit with their work modality. Design/methodology/approach Based on the conservation of resources theory, a cross-sectional survey was conducted with 373 Portuguese employees across various sectors. Validated measures of psychological detachment, perceived fit and work–family balance were used. Moderation effects were tested using PROCESS in SPSS. Findings Results show that psychological detachment significantly enhances work–family balance. Remote and hybrid work models are associated with higher levels of work–family balance than on-site work, although no significant differences were found in detachment levels across work models. Crucially, the perceived fit of the work model moderated the relationship: the positive effect of detachment was stronger when employees perceived the work model as adequate for their needs. Practical implications Organisations should support psychological recovery by creating conditions that promote detachment in all work models. Ensuring a good fit between employees and their work arrangements can amplify the benefits of detachment, improving well-being and reducing work–family conflict. Originality/value This study extends the understanding of how flexible work environments impact psychological recovery and highlights the role of perceived work model fit as a critical contextual resource. Findings offer practical insights for improving employee well-being in diverse work settings.

Purpose This study explores the importance of contextual and individual factors for managers’ support to employees with common mental disorders (CMD) during the COVID-19 pandemic. Design/methodology/approach A web survey was sent to 5,646 Swedish private sector managers. Logistic regression was used to analyse data from 1,136 managers who had at least one subordinate with CMD in the last year. Findings Finding it harder to support employees with CMD during the pandemic was strongly associated with pandemic-driven changes in the work organization. Managers who had less contact with subordinates were three times more likely to report difficulties. Managers whose subordinates worked from home were also more likely to report this, and the odds increased with a greater extent of remote work. Standard organizational factors and manager characteristics were less important. Practical implications Regardless of worksite, but particularly when working from home, it is essential that managers stay in touch with their employees. Managers are advised to prioritize regular face-to-face meetings (physical or digital) with employees. Employers should provide adequate digital communication tools and training, as well as manager training on mental health and remote work best practices. Originality/value The study addresses two major labour market trends: increases in CMD and remote work. It shows that how work is organized significantly affects managers’ ability to support employees with CMD. By doing so, it expands the limited understanding of how workplace context influences leadership and offers insights into managing CMD in both traditional and remote work settings.

Purpose Medical doctors in Malta, a small European island state, routinely work extended shifts of 24–32 h duration. These have been associated with increased medical errors, more injuries at the workplace and increased risk of car accidents. Design/methodology/approach This study explored in depth the experiences of eight Maltese doctors involved in car accidents after extended shifts through semi-structured interviews. Reflexive thematic analysis was used to analyse the data and seven main themes emerged. Findings Themes included guilt and shame following the accident, feelings of relief that the situation did not end up worse, emotional numbness that accompanies sleep deprivation and anger at the healthcare system. Participants also reflected on the ultimate medicolegal responsibility of a doctor, a sense of being disregarded by authorities and frustration at the reluctance of the outdated healthcare system to change. The findings were interpreted and given meaning within the overarching theme of “care” using Jecker’s caring for and about model. Originality/value This study is the first to highlight, in depth, the profound impact of such experiences on doctors and the need to see physicians first and foremost as human beings with needs and emotions. If these are neglected, the doctor, patient and system at large will suffer.

Purpose The purpose of this study is to examine individual differences (e.g. mindfulness and psychological capital (PsyCap)) that support work-related outcomes. We are interested in “Are individuals with higher levels of mindfulness more engaged and satisfied at work?” “If so, what internal resources (psychological capital) mediate this mechanism?” Therefore, we aim to examine (1) the relationship between mindfulness and two important work-related outcomes: job satisfaction and work engagement and (2) how PsyCap mediates these relationships. Design/methodology/approach An online survey was used to ensure a quick response and high participation rate. With the help of human resources departments, the survey was distributed to employees of companies ranked in the top 10 of the Fortune 500 Turkey list and the BTSO Top 250 list. A total of 390 responses were collected, and the responses were analysed using structural equation modelling (SEM) via IBM SPSS Amos version 26. Findings The paper provides empirical evidence on the positive relationship between mindfulness and two important work-related outcomes: job satisfaction and work engagement, and also suggests that PsyCap mediates these relationships. Originality/value This paper addresses an identified need to examine how mindfulness affects work-related outcomes and to explain the mechanism of the relationship between mindfulness in the workplace and workplace outcomes by focusing internal resources.

Purpose The study aimed to identify profiles of organizational preconditions for occupational health and safety management (OHSM) and investigate their links to the perceived success and quality of the OHSM in different workplaces. Design/methodology/approach A questionnaire was distributed among public and private organizations in the Swedish welfare sector; 113 responses were analyzed. Latent profile analysis was employed to identify profiles based on five key preconditions for OHSM: access to resources, relevant knowledge, appropriate methods, sufficient budget and leadership support for investment in OHSM. Findings Four distinct profiles of organizational preconditions for OHSM were identified: “Prosperous foundations”, “Deficient in know-how”, “Balanced but limited” and “Lacking investments”. Public sector organizations were more likely to be found in profiles with poorer preconditions (deficient in know-how and lacking investments), while private organizations had greater representation in the profile with the strongest preconditions (prosperous foundations). Profiles differed in relation to employers’ perceptions of the role of OHSM in promoting health, whereby organizations with better preconditions reported better performance. “Deficient in know-how” organizations reported implementing the lowest proportion of promotive/preventive and organizational-level initiatives. Organizations with “prosperous foundations” and “balanced but limited” profiles demonstrated higher involvement of internal experts, safety delegates/union representatives and employees. Originality/value By linking the revealed profiles to sector characteristics and the OHSM, the research provides novel insights into the complex interplay between organizational preconditions and the implementation of effective OHSM activities. Lack of relevant knowledge and appropriate working methods for OHSM were linked to poorer quality of OHSM activities, suggesting the importance of investing in organizational OHSM know-how.

Purpose Research on workplace violence has predominantly focused on individual, organizational, and situational risk factors associated with employee victimization. However, limited attention has been paid to the interactional processes that shape workplace violence events despite microsociological theories and evidence underscoring the critical role of face-to-face interactions in conflict situations. This paper proposes a microsociological approach to better understand how workplace encounters escalate into acts of victimization. Design/methodology/approach To exemplify the value of a microsociological approach, we analyze body-worn camera footage of a work situation that escalates into aggression between a ticket inspector and a bus passenger without a valid ticket. Using qualitative process analysis, we examine how interactional dynamics involving status and emotions shape the step-by-step progression of this high-risk encounter. Findings We demonstrate how the imposition of a fine transforms the inspector–passenger interaction into a status negotiation, with passenger aggression emerging in response to the inspector’s exercise of authority. Moreover, the inspector's emotion management plays a key role in preventing the situation from escalating further into mutual displays of anger and aggression. This case illustrates how a micro-interactional analysis of risky work situations can reveal the mechanisms of violence and inform situational prevention strategies. Research limitations/implications We provide methodological and theoretical guidance for incorporating microsociological analysis into workplace violence research. Originality/value This study demonstrates how a microsociological approach, grounded in a novel video-observational method, yields unique insights into the interactional dynamics that causally shape incidents of workplace violence.

Purpose Psychosocial factors can be a potential cause of adverse health and well-being. Previous studies have focused on mitigating the influence of psychosocial factors on health and well-being. However, the psychological factors that affect health and well-being have been overlooked in earlier studies. Therefore, this study aims to examine the sequential mechanism of perceived organizational injustice and employee silence between psychosocial factors and the health and well-being of employees. Design/methodology/approach This study used a cross-sectional survey design to collect data from office employees working in Malaysia. The analysis was conducted on 399 responses using the Process Macro in SPSS. Findings The results showed that psychosocial factors positively influence perceived organizational injustice, leading to employees' silence, which in turn negatively affects the health and well-being of employees. Additionally, perceived organizational injustice and employee silence were found to be sequentially associated with psychosocial factors and employee health and well-being. Originality/value Psychosocial factors serve as stimuli that shape employees' perceptions of unfair treatment, resulting in a reluctance to speak up. This silence can ultimately diminish employees' health and well-being. This study provides practical evidence of the impact of psychosocial factors on health and well-being, suggesting potential solutions in transparent organizational systems and promoting open communication.

Purpose The role of cooperative, solidary relationships between employers and employees in cultivating solidarity among employees and engagement related performances is missing and the effect of such relationships on solidarity in the higher education sector is lacking. Hence, as part of an effort to fill this void, the purpose of this study is to examine the effect of the employer–employee solidarity on employee engagement and its underlying mechanism. Design/methodology/approach A quantitative methodology with cross-sectional research design was employed in this study. Data were collected from a total of 335 employees of private universities in Ethiopia selected using the proportionate stratified sampling method. A five-point Likert type scale measurement instrument was employed to collect the data. A two-stage Partial Least Square Structural Equation Modeling (PLS-SEM) analytical procedure was used to analyze the data and test the hypotheses. Findings Findings show that the presence of solidarity in the relationship between employers and employees influences work engagement positively as it promotes solidarity among coworkers and enhance job resourcefulness. The study confirms that, apart from organizational characteristics and anti-management movements, workplace solidarity can emerge from solidarity in employer–employee relationships. The employer–employee solidarity stimulates a solidary relationship among coworkers which helps them to exchange experiences, values and develop a shared responsibility which in turn can serve as an important job resource essential for employees to engage in their jobs. Research limitations/implications The study has certain limitations. The first limitation is related to methodology. The study used cross-sectional research design to identify the effect of employer–employee solidarity on coworkers’ solidarity and work engagement. This design provides a snapshot of casual relationships. Longitudinal research that uses data from multiple sources including public universities is necessary to better understand the cause–effect relationships that exist among the variables. Second, the data collected through self-reported measurement instruments might cause same source bias. To fill this void, future research may consider cross-referencing data. Practical implications Employers who engage in extra-contractual efforts to show their solidarity with the employees and build a mutually rewarding work environment can cultivate pro-social behavior of employees. In this regard, employers in the private universities can show their solidarity with employees in a variety of ways. Reasonable profit sharing with employees/contributing to the collective good, providing help to employees who need it, honestly sharing the costs and benefits with their employees and rectifying errors committed on employees to make them engaged in their jobs and the behavior of helping others are some of the actions that employers can undertake. Originality/value Unlike other studies, the authors tried to investigate the positive influence of employers’ effort to go beyond employment contract to take care of employees and the effect of this on engagement-related performances. The study identified that, apart from organizational characteristics and anti-management actions of employees, cooperative solidarity in employer–employee relationship is an important source of solidarity at work and work engagement. This can provide managers and academicians guidance to exercise a set of practices that promote solidarity at work as an enhanced management approach to cope with today’s complex and highly competitive business environment.

Purpose This study investigates how a collaboration between organizations concerned about their employees’ health and low-income elite athletes can be mutually beneficial. The study aims to examine the impact of involving athletes as online trainers for remote employees and as on-site trainers in organizations for collaborative training sessions on enhancing employees’ health perceptions and affecting organizational outcomes. Design/methodology/approach This case-based longitudinal study was conducted over a four-year period. It comprises four phases involving employees from four companies and addresses employee perceptions of both physical training sessions and the elite athletes as instructors. The training sessions were organized as online videos, produced and made accessible for remote workers during the COVID-19 period. The on-site sessions took place in the companies in the following two years. In-depth interviews were undertaken to assess employees’ perceptions and experiences during these online and on-site training sessions, which consisted of aerobic, yoga, dance and kickboxing sessions. Findings The workplace physical activity program created a perception of individual health benefits, positive emotions and improved mental health among employees. Organizational outcomes of joint on-site training sessions were, e.g. enhanced socialization, employee relations and work happiness. Originality/value The study breaks new ground for improving the financial situation for elite athletes by hiring them as workplace health improvement consultants and trainers, while organizations are offered a new practice on health promotion management. A conceptual framework, comprising employee perceptions of the elite athletes as instructors, positive emotions, health benefits and organizational outcomes, is proposed.