Workers engaging in voluntary and unrewarded environmental actions that go above and beyond their job requirements in an organizational setting can crucially contribute to a reduced environmental impact of organizations. This research investigates some of the factors that may contribute to the emergence of such organizational citizenship behaviour directed towards the environment (OCBE). The hypotheses predicted employees' concern for the environment, employees' perceived organizational support for environmental efforts and organizational commitment as antecedents of OCBE. Employees from two organizations (n = 547) completed an online survey. Controlling for organizational tenure, a significant relationship between (a) employees' concern for their environment and OCBE, (b) perceived organizational support for environment efforts and OCBE and (c) organizational commitment and OCBE were found. Furthermore, organizational commitment mediated the relationship between perceived organizational support for environmental efforts and OCBE, but not environmental concern. This study's insights into the factors that can drive employees' engagement in small, voluntary environmental actions at work can guide organizations wishing to encourage such behaviours.

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Positive associations between physical attractiveness and employee reward are well-documented within the organizational literature. Although the impact of facial cues to trustworthiness and dominance on a number of social outcomes has been established outside of the workplace, the extent to which they affect pay at different managerial levels in addition to attractiveness is yet to be investigated. This paper presents research into this issue using a face payment task for shop floor managers (Retail Managers) and senior managers (Heads of Retail Operations). Evaluations indicated that all three facial cues were positively associated with awarded pay at both managerial levels. Moreover, attractiveness had a significantly stronger link with shop-floor managers' than senior managers' pay, whereas perceived trustworthiness and perceived dominance had significantly stronger links with pay for senior managers than shop-floor managers. It further emerged that women were paid more in this experimental task where pay was awarded solely based on facial features and that the facial features were more predictive of women's than men's pay. Awareness of the role of physical cues in pay awards can be considered by organizations to reduce biases in remuneration. FACIAL CUES AND PAY2

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Senior managers can have a strong influence on organisational safety. But little is known about which of their personal attributes support their impact on safety. In this paper, we introduce the concept of 'safety intelligence' as related to senior managers' ability to develop and enact safety policies and explore possible characteristics related to it in two studies. Study 1 (N = 76) involved direct reports to chief executive officers (CEOs) of European air traffic management (ATM) organisations, who completed a short questionnaire asking about characteristics and behaviours that are ideal for a CEO's influence on safety. Study 2 involved senior ATM managers (N = 9) in various positions in interviews concerning their day-to-day work on safety. Both studies indicated six attributes of senior managers as relevant for their safety intelligence, particularly, social competence and safety knowledge, followed by motivation, problem-solving, personality and interpersonal leadership skills. These results have recently been applied in guidance for safety management practices in a White Paper published by EUROCONTROL.

To achieve a high level of safety, managers of organisations in hazardous industries need to maintain a state of constant wariness towards the management of risks, often conceptualised as 'chronic unease'. Despite the prevalence of this term in the literature, there is limited evidence to enable a definition or operationalisation of this concept. To develop a better understanding of chronic unease, a literature search of articles using this term was conducted. Descriptions of chronic unease from nine articles were coded resulting in the identification of five themes: pessimism, propensity to worry, vigilance, requisite imagination and flexible thinking, as the components of chronic unease. We propose a preliminary conceptualisation of chronic unease based on these attributes, which suggests that this specific type of strain may be a desirable state for managers in relation to the control of risks.

Senior managers' safety commitment is emphasised in the safety literature as a crucial influence on organisational safety. Yet there is little understanding of the characteristics that underpin their ability to engage in behaviours that demonstrate safety commitment. This study investigates the contribution of problem-solving, social competence and safety knowledge to such behaviours. Senior managers (N=60) from European and North American air traffic management organisations participated in interviews consisting of open questions designed to trigger safety knowledge and descriptions of behaviours that demonstrate safety commitment as well as scenarios designed to trigger problem-solving and social competence. Reliable scores were generated through systematic scoring procedures involving two independent coders. The results indicated that problem-solving, namely the number of issues and information sources considered when understanding problems and generating ideas to solve a problem were positively related to demonstrations of safety commitment. The ability to perceive others was also found to correlate with safety commitment, whereas safety knowledge was not associated with behaviours that demonstrate safety commitment. It is proposed that training and guidance designed for senior managers should focus on their problem-solving abilities and perception of others in order to support them in demonstrating safety commitment.