Browsing by Author "Bentley T"

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    A systematic review of literature on occupational health and safety interventions for older workers.
    (Taylor and Francis Group, 2023-02-13) Bentley T; Onnis L-A; Vassiley A; Farr-Wharton B; Caponecchia C; Andrew C; O'Neill S; De Almeida Neto A; Huron V; Green N
    As the global population ages there is an imperative to enhance labour participation of older workers in ways that support good physical and psychological health. However, there is limited guidance for organisations on how to do this effectively. This systematic review examined literature identified through four databases and a targeted web-search, yielding 39 PRISMA records (32 scholarly, seven grey literature) reporting workplace interventions aimed at improving the injury outcomes of older workers. The review revealed that organisational and composite interventions may be most effective, although an absence of robust research in this area and a scarcity of empirical evidence-based interventions known to improve injury outcomes for older workers was noted. Responding to these shortcomings, this article presents 'A future research agenda for older worker health, safety and well-being interventions.' This systems-based approach has a dual focus on organisational and composite interventions combined with robust research design.Practitioner summary: We conducted a systematic literature review of studies focussed on workplace interventions to improve the physical and psychological safety of older workers. Within the existing literature, evidence for effective interventions and guidance for organisations is weak. We present a future research agenda with a systems approach to address these gaps.
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    Effectiveness of individual and organizational strategies to address workplace bullying
    (The New Zealand Psychological Society, 2013) Gardner DH; Bentley T; Catley B; Cooper-Thomas H; O'Driscoll M; Trenberth L
    Workplace bullying remains a significant problem in many organisations worldwide, with significant negative impact on the wellbeing of individuals, organisations and communities. Interventions tend to be reactive, addressing individual perpetrators and targets rather than the structural or systemic factors that facilitate bullying. Individual coping responses which directly address the problem, such as counter-attacks or reporting, tend to escalate problems. Effective solutions are most likely to involve organisational factors such as constructive leadership, perceived organisational support and the presence of effective strategies for managing bullying. An organisation-wide survey was completed in New Zealand by 1733 employees from four sectors: healthcare (42%), education (27%), hospitality (8%) and travel (19%). Perceived organisational support, constructive leadership and effectiveness of organisational strategies were expected to be associated with reduced levels of bullying, and to weaken the positive association between bullying and strain and the negative relationship between bullying and wellbeing. In contrast, individual-level task-focused and emotion-focused strategies were expected to be associated with increased levels of bullying and to worsen the effects of bullying on strain and on wellbeing. Direct and moderated effects were analysed and implications for research and practice will be discussed.
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    Evaluating a Psychosocial Safety Climate Intervention for Reducing Work-Related Psychosocial Risk in Small and Medium-Sized Enterprises
    (2023-08-25) Tappin D; Blackwood K; Bentley T; Port Z; Bone K; D'Souza N; Gardner D; Ashby L; Dollard M; Leka S; Aditya J; Roskruge M; Foliaki S; McDonald B
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    Interventions for managing workplace bullying
    (The New Zealand Psychological Society, 2013) O'Driscoll M; Bentley T; Catley B; Cooper-Thomas H; Gardner DH; Trenberth L
    Workplace bullying has received much attention in organisational behaviour and human resource management research over the past 20+ years. Considerable research has been conducted on the causes of bullying and its outcomes, although there has been relatively little empirical evaluation of strategies for dealing with workplace bullying. Some investigations have focused on personal coping strategies, but generally these have been found to be ineffective in reducing bullying experiences. Recently attention has been given to organisational initiatives or efforts to address bullying problems. Several practice-oriented books and articles have focused on what organisations can, and should, do to reduce bullying and alleviate its negative consequences. This presentation will focus on practical efforts that managers, who have major responsiblity for addressing this problem, can engage in. The main thrust of the presentation is that constructive leadership and the development of a collegial climate at work are essential prerequisites for handling workplace bullying. Specific initiatives, such as policy development, communication, developing complaints procedures, and setting up transparent behavioural contingencies, will be discussed in detail.
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    The New Zealand Workplace Barometer: Psychosocial safety climate and worker health – findings from the 2019 NZ Workplace Barometer.
    (2020-08-03) Tappin D; Forsyth D; Gardner D; Ashby L; Bentley T; Bone K; Catley B; D’Souza N; Blackwood K; Port Z; Brougham D; Cordier J