Adding to the field of knowledge on the content of the psychological work contract, structured interviews with 35 frontline police officers generated 662 responses relating to the content of the psychological work contract for this employment sector. Analysis of these responses resulted in the development of an initial two-component measure of the contract. One component (17 items) reflected the obligations arising from the promises officers believed the organisation had made to them. The other component (19 items) reflected the obligations arising from the promises officers believed they had made to the organisation. The measure was included in a survey completed by 84 frontline police officers. Factor analysis revealed two factors in each component. For the organisation's obligations component, one factor reflected obligations related more to the organisational environment, whereas the other factor reflected obligations related more to the job environment. For the employee's obligations component, one factor reflected obligations related more to behaviours on the job, whereas the other factor reflected obligations related more to the pursuit of development opportunities. The nature of the relationships that emerged between the psychological contract and the nomological network variables included in the study provide strong support for the validity of this measure of the psychological contract.

At work, burnout is one of the most pervasive impediments to mental health. Over the last decade, researchers have distilled six workplace conditions that prevent or curb burnout: feasible job demands, a sense of fit with the job or organisation, recurrent experiences of reward, a feeling of control, a perception of justice, and a connection with the community. Unfortunately, the emerging culture of modern capitalism is characterised by fluctuating demands, aversions towards specialisation, systemic disloyalty, unilateral resolutions, expedient decisions, and transactional relationships — trends that counteract the conditions that prevent burnout. Initiatives that are instituted to curb burnout, therefore, often contradict the imperatives of managers. To resolve this paradox, this article distills a series of initiatives that psychologists can apply to alleviate burnout without counteracting the prevailing culture of modern organisations. To illustrate, employees should be encouraged to seek challenging and stressful experiences, invoke their intuition when composed, and disclose their personal anxieties. This article then integrates these initiatives into a unified theory. According to this theory, practices that prevent burnout all increase the likelihood that individuals experience positive and negative feelings concurrently; these ambivalent emotions seem to enhance wellbeing and contain burnout.

Sri Lanka has one of the highest rates of natural disasters and violent conflicts in the world. Yet there is a lack of research on its unique socio-cultural characteristics that determine an individual's cognitive and behavioural responses to distressing encounters. This study extends Goh, Sawang and Oei's (2010) revised transactional model to examine the cognitive and behavioural processes of occupational stress experience in the collectivistic society of Sri Lanka. A time series survey was used to measure the participant's stress-coping process. Using the revised transactional model and path analysis, a unique Sri Lankan model is identified that provides theoretical insights on the revised transactional model, and sheds light on socio-cultural dimensions of occupational stress and coping, thus equipping practitioners with a sound theoretical basis for the development of stress management programs in the workplace.

Reception and administrative employees may be particularly vulnerable to patient aggression in mental health services. This study examined whether satisfaction with social support and primary aggression training moderated the effects of perceived aggression on psychological distress and somatic symptoms in a sample of 101 employees. The biophysical model of threat and challenge, the stressor-stress-strain model, and the stress-buffering hypothesis served as theoretical frameworks. Results showed perceived aggression correlated positively with psychological distress, but not with somatic symptoms. Significant interactions were found for social support (buffering effect) and training (interaction effect) for somatic symptoms, but not for psychological distress. It is suggested that, for somatic symptoms, the moderation effects of social support and training on perceived aggression involve similar mechanisms (increased knowledge, self-esteem, perceived control, coping capacity). These findings provide support for the benefits of staff training and the incorporation of knowledge-based components in training programs.

The transition to motherhood is a significant life event impacting on all spheres of a woman's life. In an organisational context, changes to women's relationships with their employer and to their social identity occur as they adjust to their new role. A case study was undertaken to describe and compare the workplace experiences of three female employees from one health organisation who were either preparing to commence, currently on or recently returned to work from maternity leave. At all stages of the maternity journey, women expected flexibility from their employer in negotiating their return to work and managing parenting responsibilities. Women's obligations to their employer included being open about their capacity to work and parenting situations which may interfere with their work, as well as maintaining their work performance. Within a supportive work environment that included a shared identity with managers who were also mothers, women's social identity as a worker was not significantly threatened and did not change. Social identity change may be most apparent during the transition to first-time motherhood.