The induction of polyarthritis in rats by intradermal immunisation with homologous or heterologous type II collagen incomplete or incomplete Freund's adjuvant was reported recently by Trentham et al. We have now produced a similar disease in certain strains of mice.

The concept of psychological ownership (PO) reflects a state in which individuals feel as though the target of ownership (e.g., job or organization) is theirs. In recent years, there has been an expansion of research linking PO with a range of desirable employee attitudes and behaviors. However, the theoretical foundations of the construct, its measurement, the factors that influence its development, and when and how it influences outcomes are areas of continued debate in the literature. In this article, we provide a narrative review of extant PO literature with the aim of developing a research agenda that encourages scholars to target opportunities for future research. In particular, we highlight the need for continued refinement of the conceptualization and measurement of PO, and development of its nomological network. In addition, we call for greater investigation of PO towards different objects or foci; examination of possible multilevel applications of PO research; identification of potential boundary conditions of PO; and exploration of the influence of culture and individual differences on the development and influence of PO. We also introduce alternative theoretical approaches for understanding and investigating PO. In doing so, we provide a roadmap for scholars to progress the development of the field.

This meta-analytic review responds to promises in the research literature and public domain about the benefits of workplace mindfulness training. It synthesizes randomized controlled trial evidence from workplace-delivered training for changes in mindfulness, stress, mental health, wellbeing and work performance outcomes. Going beyond extant reviews, this paper explores the influence of variability in workforce and intervention characteristics for reducing perceived stress. Meta-effect estimates (Hedge's g) were computed using data from 23 studies. Results indicate beneficial effects following training for mindfulness (g=0.45, p<0.001) and stress (g=0.56, p<0.001); for the mental health indicators anxiety (g=0.62, p<0.001) and psychological distress (g=0.69, p<0.001); and for wellbeing (g=0.46, p=0.002) and sleep (g=0.26, p=0.003). No conclusions could be drawn from pooled data for burnout due to ambivalence in results, for depression due to publication bias, or for work performance due to insufficient data. The potential for integrating the construct of mindfulness within demands-resources, coping and prevention theories of work stress is considered in relation to the results. Limitations to study designs and reporting are addressed, and recommendations to advance research in this field are made.

BackgroundMental health problems are prevalent and costly in working populations. Workplace interventions to address common mental health problems have evolved relatively independently along three main threads or disciplinary traditions: medicine, public health, and psychology. In this Debate piece, we argue that these three threads need to be integrated to optimise the prevention of mental health problems in working populations.DiscussionTo realise the greatest population mental health benefits, workplace mental health intervention needs to comprehensively 1) protect mental health by reducing work–related risk factors for mental health problems; 2) promote mental health by developing the positive aspects of work as well as worker strengths and positive capacities; and 3) address mental health problems among working people regardless of cause. We outline the evidence supporting such an integrated intervention approach and consider the research agenda and policy developments needed to move towards this goal, and propose the notion of integrated workplace mental health literacy.SummaryAn integrated approach to workplace mental health combines the strengths of medicine, public health, and psychology, and has the potential to optimise both the prevention and management of mental health problems in the workplace.

The construct of Psychological Capital (PsyCap) focuses on the positive psychological capacities of self‐efficacy, hope, optimism and resilience and their relationship with a range of desirable work attitudes, behaviours and organizational outcomes. There is now almost a decade of accumulated PsyCap research. However, a critical and synthesized analysis of the construct in terms of its theoretical conceptualization and psychometric properties is yet to appear in the literature. Consequently, this article aims to provide a comprehensive review and analysis of the PsyCap literature, focusing in particular on issues relevant to the psychometric profile of PsyCap as it is currently assessed. Six directives for advancing PsyCap research are proposed as part of an integrated research agenda aimed towards strengthening the conceptualization and measurement of PsyCap. Practitioner points This article provides a critical and synthesized psychometric‐focused review of the PsyCap construct and its application in the workplace. Several shortcomings of the construct and its primary measure are highlighted. Directives are proposed to further enhance the conceptualization and measurement of the construct and thus enhance its utility in the workplace.

The current research tested a theoretical model of employee adjustment during organizational change based on Lazarus and Folkman's (1984) cognitivephenomenological framework. The model hypothesized that psychological climate variables would act as coping resources and predict improved adjustment during change. Two variations of this model were tested using survey data from two different organizational samples: 779 public hospital employees and 877 public sector employees. Confirmatory factor analyses and structural equation analyses were conducted in order to evaluate the models. Results showed that employees whose perceptions of the organization and environment in which they were working (that is, psychological climate) were more positive, were more likely to appraise change favourably and report better adjustment in terms of higher job satisfaction, psychological well-being, and organizational commitment, and lower absenteeism and turnover intentions.Effective management of the psychological transition of employees is integral in the achievement of successful organizational change (Bennett & Durkin, 2000;St. Amour, 2001 The research reported in this article was supported by an Australian Research Council Strategic Partners Industry, Research and Training grant held by V. Callan, C. Gallois, E. Jones, and P. Bordia. Financial support from the Department of Management and the School of Applied Psychology at Griffith University is also acknowledged. In addition, many thanks are due to Stephen Cox for his assistance with the structural equation analyses and Bernadette Watson for her assistance with data collection.Correspondence should be addressed to Dr Angela J. Martin, School of Management, University of Tasmania, Hobart, Australia. Email: Angela.Martin@utas.edu.au EUROPEAN JOURNAL OF WORK AND ORGANIZATIONAL PSYCHOLOGY 2005, 14 (3), in higher levels of enthusiasm for future change, providing opportunities for learning and growth. Alternatively, poor adjustment to change is characterized by feelings of threat, uncertainty, frustration, alienation, and anxiety, particularly in relation to issues of job security, status, work tasks, co-worker relations, and reporting relationships (Ashford, 1988). Organizational change is a major source of workplace stress and is associated with a wide range of negative behavioural, psychological, and physiological outcomes (Ashford, 1988;Lokk & Arnetz, 1997;Roney & Cooper, 1997;Schabracq & Cooper 1998). A lack of attention to employees' psychological responses to organizational change is implicated in the failure of change programs (Kotter, 1995) and other important organizational outcomes such as impaired productivity, and increased levels of absenteeism, industrial dispute, and turnover (Eby, Adams, Russell, & Gaby, 2000;Mack, Nelson, & Quick, 1998).Little research attention has been paid to the development and testing of theory-based models of the psychological experiences of employees during organizational change. Such knowledge has important implications for improved chan...

The results of the present study indicate that nurses' well-being can be predicted by job demands, resources and emotional labour. There is a need to address organizational support and training programmes to enhance job satisfaction and reduce emotional exhaustion among nurses.

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