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We evaluate methods to calculate the economic value of protected areas derived from the improved mental health of visitors. A conservative global estimate using quality-adjusted life years, a standard measure in health economics, is US$6 trillion p.a. This is an order of magnitude greater than the global value of protected area tourism, and two to three orders greater than global aggregate protected area management agency budgets. Future research should: refine this estimate using more precise methods; consider interactions between health and conservation policies and budgets at national scales; and examine links between personalities and protected area experiences at individual scale. Parks have a previously unquantified economic value attributable to mental health, a health services value. Here, the authors proposed three methods to estimate this, and applied one of these methods to show that this value is at least US$6 trillion per annum worldwide.

Although the term work–family/life balance is widely employed, an agreed definition of this term has proved elusive. Instead, an array of definitions and measures populate the literature. The variety of work–life definitions and measures provide limited value for both the theoretical advancement of the construct and for practical human resource (HR) interventions. In this article, we review six conceptualisations of work–life balance found in the literature: (1) multiple roles; (2) equity across multiple roles; (3) satisfaction between multiple roles; (4) fulfilment of role salience between multiple roles; (5) a relationship between conflict and facilitation; and (6) perceived control between multiple roles. Based on our review of this research we identify the two primary features of the work–life balance definitions and propose a new definition of this construct.

Objectives: Translating research into practice is often a goal for evidence-based organizational researchers to help improve workplace conditions and worker well-being. Improving worker well-being can be achieved by using empirical evidence to inform organizational interventions. However, despite the well-established intervention literature, practitioners appear not to appreciate fully how research findings can inform real-world practice. Using our understanding about workplace safety and health issues, we proposed that employers themselves could undertake interventions that focus on building psychosocial safety climate (PSC), an essential organizational climate that protects and promotes the psychological well-being of workers.Methods: Here we present 2 case studies to illustrate strategies that improve psychosocial safety and to increase our understanding about how interventions help improve PSC over time. Case Study 1 was conducted in an Australian public organization and Case Study 2 was in an international private organization. We collected survey data using the PSC-12 scale, to assess the level of PSC of the organization before and after the intervention, and details of the intervention and other initiatives for promoting employees’ psychological health.Results: Our evaluation supported the proposition that interventions that combine organizational-level and individual-level (and the interface between the two) approaches with a focus on the core elements of PSC (such as commitment, priority, communication, and participation) improve an organization’s PSC over time.Conclusions: The research not only elucidates important practical implications for organizations trialing new psychosocial safety initiatives, but also makes an important contribution to theory in work stress intervention on best practice and principles to build a psychologically healthy work context.

Purpose The purpose of this paper is to investigate the mediating roles of work and family demands and work-life balance on the relationship between self-efficacy (to regulate work and life) and work engagement. Specifically, it seeks to explain how self-efficacy influences employees’ thought patterns and emotional reactions, which in turn enable them to cope with work and family demands, and ultimately achieve work-life balance and work engagement. Design/methodology/approach Structural equation modelling (SEM) of survey data obtained from a heterogeneous sample of 1,010 Australian employees is used to test the hypothesised chain mediation model. Findings The SEM results support the hypothesised model. Self-efficacy was significantly and negatively related to work and family demands, which in turn were negatively associated with work-life balance. Work-life balance, in turn, enabled employees to be engaged in their work. Research limitations/implications The findings support the key tenets of social cognitive theory and conservation of resources (COR) theory and demonstrate how self-efficacy can lead to work-life balance and engagement despite the presence of role demands. Study limitations (e.g. cross-sectional research design) and future research directions are discussed. Originality/value This study incorporates COR theory with social cognitive theory to improve understanding of how self-efficacy enhances work-life balance and work engagement through a self-fulfilling cycle in which employees achieve what they believe they can accomplish, and in the process, build other skills and personal resources to manage work and family challenges.

Objectives Working in high-stress and male-dominated occupations is associated with an elevated risk of suicide. The current study sought to conduct the first systematic literature review and meta-analysis aimed at determining suicide risk across the diverse, high pressure and male-dominated transport industry (commercial aviation, merchant seafaring, transit/driving) as compared to the general/employed population. Methods Searches of PubMed/Medline, Scopus and PsycINFO databases were conducted without date restriction until March 2021. Studies were included if they were written in English, were peer reviewed, and presented primary observational research data. Studies referring exclusively to suicidal ideation, suicide attempts, selfharm, and/or accidents were excluded. Results Following deletion of duplicates and non-English titles, a total of 4201 titles/abstracts were screened and 92 full-texts were read against inclusion/exclusion criteria. The final included sample consisted of 23 articles (16 used for meta-analysis). Results from the meta-analysis indicated that transport workers had a significantly elevated risk for suicide as compared to the general/employed population. Results were consistent across sensitivity analyses, and there was some variation across subgroup analyses. Conclusions Overall, we found transport workers had a significantly higher risk for suicide than the general/ employed population, and this appeared to be driven by the association for those working in merchant seafaring/ maritime occupations. The findings are discussed in relation to an identified need for the development, implementation, and evaluation of tailored workplace suicide prevention strategies for transport industry workers.

Professor Mina Westman, the head of Organisational Behaviour Program at the Tel Aviv is a leading international expert on the crossover of emotions and experiences in the family and the workplace. In this interview with Paula Brough and Thomas Kalliath (guest editors), Professor Westman clarifies the nature of two related constructs: Work-life balance and crossover. Work-life balance is the perception that work and non-work activities are compatible and promote growth in accordance with an individual's current life priorities. Crossover focuses on how stress experienced by the individual influences strain experienced by the individual's spouse or team member. In this expert commentary, Professor Westman discusses the philosophical underpinnings of work-life balance, the significance of crossover of emotions and experiences for organizations and individuals, current advances in the field and sets out the new directions for this research.

An amendment to this paper has been published and can be accessed via a link at the top of the paper.An amendment to this paper has been published and can be accessed via a link at the top of the paper.

Background Workplace mental health promotion (WMHP) aims to prevent and effectively manage the social and economic costs of common mental illnesses such as depression. The mental health of managers and employees within small-medium enterprises (SMEs) is a neglected sector in occupational health research and practice, despite the fact that this sector is the most common work setting in most economies. The availability and propensity of SME staff to attend face-to-face training/therapy or workshop style interventions often seen in corporate or public sector work settings is a widely recognised problem. The 'Business in Mind' program employs a DVD mode of delivery that is convenient for SME managers, particularly those operating in regional and remote areas where internet delivery may not be optimal. The objective of the intervention program is to improve the mental health of SME managers, and examine whether employees of managers' whose mental health improves, report positive change in their psychosocial work environment. The mechanisms via which we aim to improve managers' mental health are through the development of their psychological capital (a higher order construct comprised of hope, self efficacy, resilience and optimism) and their skills and capacities for coping with work stress. Methods/Design The effectiveness of two versions of the program (self administered and telephone facilitated) will be assessed using a randomised trial with an active control condition (psychoeducation only). We aim to recruit a minimum of 249 managers and a sample of their employees. This design allows for 83 managers per group, as power analyses showed that this number would allow for attrition of 20% and still enable detection of an effect size of 0.5. The intervention will be implemented over a three month period and postal surveys will assess managers and employees in each group at baseline, intervention completion, and at 6 month follow up. The intervention groups (managers only) will also be assessed at 12 and 24 month follow-up to examine maintenance of effects. Primary outcomes are managers' levels of psychological capital (hope, resilience, self-efficacy and optimism), coping strategies, anxiety and depression symptoms, self-reported health, job satisfaction and job tension. Secondary outcomes are participating managers subordinates' perceptions of manager support, relational justice, emotional climate and job tension. In order to provide an economic evaluation of the intervention, both employees and manager rates of absenteeism and presenteeism will also be assessed. Discussion The intervention being trialled is expected to improve both primary and secondary outcomes. If proven efficacious, the intervention could be disseminated to reach a much larger proportion of the business community. Trial registration Current controlled trials ISRCTN 62853520