9/11 and New York City Firefighters' Post Hoc Unit Support and Control Climates: A Context Theory of the Consequences of Involvement in Traumatic Work-Related Events

By Samuel B. Bacharach, Peter A. Bamberger. 2007

161 citations recorded by the source corpus.

Subfields: Clinical Psychology, Radiological and Ultrasound Technology

View Paper: https://www.semanticscholar.org/paper/d88565cc94729fa2eafa886ecb52895ba5666ba4

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In Clinical Psychology

In Radiological and Ultrasound Technology

Citations in the corpus

Assembling Fragments Into a Lens: A Review, Critique, and Proposed Research Agenda for the Organizational Work Climate Literature (2009, background): “…between antecedents and individual outcomes related to health and well-being, such as depression and anxiety (Spell & Arnold, 2007), work stress (Bachrach & Bamberger, 2007), workplace friendship (Tse et al., 2008), and individual safety (Hofmann, Morgeson, & Gerras, 2003; Smith-Crowe et al.,…”
The Hot and Cool of Death Awareness at Work: Mortality Cues, Aging, and Self-Protective and Prosocial Motivations (2009, background): “…associated with higher emotional exhaustion and disaffection with the organization (Jermier et al., 1989), and a study of New York city firefighters showed that involvement in the traumatic September 11 events was associated with higher levels of depression and stress (Bacharach & Bamberger, 2007).”
A Review and Synthesis of Situational Strength in the Organizational Sciences (2010, background): “…(e.g., industry norms, government regulations).1 One published operationalization that represents consistency is “supervisory support climate,” which has been shown to provide an important buffer between stressful events and posttraumatic distress among firefighters (Bacharach & Bamberger, 2007).”
Daily customer mistreatment and employee sabotage against customers: Examining emotion and resource perspectives. (2011, methodology): “To assess the supervisory support climate, we used the four-item scale developed by Bacharach and Bamberger (2007). Employees were asked to indicate how often (1 “never,” 2 “seldom,” 3 “sometimes,” 4 “often,” 5 “always”) their unit supervisor exhibited the four supportive behaviors.”
The Legacy Motive: A Catalyst for Sustainable Decision Making in Organizations (2010, background): “As might be expected, these workers displayed self-protective withdrawal behaviors, as well as higher levels of stress and depression (Bacharach & Bamberger, 2007).”
Customer Mistreatment: A Review of Conceptualizations and a Multilevel Theoretical Model (2015, background): “…loss will occur, resulting in unsuccessful loss control strategies and loss spirals (i.e., configurations of exponential resource depletion; Bacharach & Bamberger, 2007; Hobfoll, 2002) and subsequently inferior stores of resources available for regulating other work behaviors (Vohs &…”
Negative Emotional Reactions to Project Failure and the Self‐Compassion to Learn from the Experience (2009, background): “…such as the level of perceived organizational support (e.g. Rhoades and Eisenberger, 2002), supervisory or unit-level support and control (e.g. Bacharach and Bamberger, 2007), procedural fairness (Thibaut and Walker, 1975), or even compassion organizing (Dutton et al., 2006) at an…”