This paper was aimed at investigating the construction and validation of the SelfReflection and Insight Scale (SRIS) which is designed to be an advance on the Private SelfConsciousness Scale (PrSCS; Fenigstein, Scheier, & Buss, 1975). Previous work has found the PrSCS to comprise two factors, self-reflection and internal state awareness. In a series of studies two separate factor analyses found the SRIS comprised two separate factors labeled Self-Reflection (SRIS-SR) and Insight (SRIS-IN. The PrSCS correlated positively with the SRIS-SR and negatively with the SRIS-IN. The SRIS-SR correlated positively with anxiety and stress, but not with depression and alexithymia. The SRIS-IN was negatively correlated with depression, anxiety, stress and alexithymia, and positively correlated with cognitive flexibility and self-regulation. Implications of these findings for models of self-regulation and goal attainment are discussed.

In an Australian sample of over 16,000 employees we assessed whether employees are satisfied with their ability to balance work and other life commitments. We tested the hypothesis that work–life balance is important for engaging and retaining employees in the context of other aspects of organisational climate. We also explored how individual and organisational variables were related to work–life balance aiding further development of theory integrating work with other aspects of life. Results showed that of 28 organisational climate factors, work–life balance was least related to employee engagement and intention to stay with an organisation. We discuss implications for how organisations position work–life balance strategies, particularly in relation to social responsibility and wellness, rather than the solution to employee commitment and retention.

This study presents evidence supporting the psychometric properties of the Voice Climate Survey: an employee opinion survey that measures work practices and outcomes. The tool is tested across 13,729 employees from 1,279 business units representing approximately 1,000 organisations. Exploratory factor analyses, confirmatory factor analyses and internal reliability analyses support 31 lower-order work practices and outcomes that aggregate into seven higherorder work systems broadly covering practices and outcomes such as organisational direction, ethics, resources, involvement, recognition, development, teamwork, wellness, work/life balance, change management, customer satisfaction, job satisfaction, organisational commitment and employees' intention to stay. External validation of the tool is demonstrated by linking scores from the employee survey with independent manager reports of turnover, absenteeism, productivity, health and safety, goal attainment, financial performance, change management, innovation and customer satisfaction.Keywords: Employee opinion survey, individual differences, industrial/organisational psychology, job satisfaction, organisational behaviour, psychological testing and measurement, psychology of work and unemployment, work practices and outcomes Theory and methodology of climate Organisational climate (i.e., employees' evaluation of their work environment including structures, processes and events; Schneider & Snyder, 1975) can be understood as a subset of organisational culture.

In an Australian sample of over 16,000 employees we assessed whether employees are satisfied with their ability to balance work and other life commitments. We tested the hypothesis that work–life balance is important for engaging and retaining employees in the context of other aspects of organisational climate. We also explored how individual and organisational variables were related to work–life balance aiding further development of theory integrating work with other aspects of life. Results showed that of 28 organisational climate factors, work–life balance was least related to employee engagement and intention to stay with an organisation. We discuss implications for how organisations position work–life balance strategies, particularly in relation to social responsibility and wellness, rather than the solution to employee commitment and retention.

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