Exploring the antecedents of compassionate responding in organizations

Simpson, AV; Farr-Wharton, B

Exploring the antecedents of compassionate responding in organizations

Simpson, AV

Farr-Wharton, B

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Publication Type:: Conference Proceeding
Citation:: 2018, 2018 (1)
Issue Date:: 2018-07-09

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Field	Value	Language
dc.contributor.author	Simpson, AV https://orcid.org/0000-0002-7768-328X	en_US
dc.contributor.author	Farr-Wharton, B https://orcid.org/0000-0001-9987-934X	en_US
dc.date	2018-08-10	en_US
dc.date.available	2018-03-29	en_US
dc.date.issued	2018-07-09	en_US
dc.identifier.citation	2018, 2018 (1)	en_US
dc.identifier.uri	http://hdl.handle.net/10453/127461
dc.description.abstract	Analysis of the literature suggests organizational compassion is a four-construct process of noticing, empathising, assessing and responding (NEAR), which occurs at the interpersonal level (i.e. between colleagues) but is supported by organizational processes, routines, values and leadership. The literature further suggests that the unfolding of compassionate responding is sequential, and although the exact order is uncertain, it is generally assumed to be preceded by noticing, empathising and assessing. That is, noticing another colleague suffering contributes to empathy, which contributes to assessments and finally informs appropriate responding. Another important consideration is that compassion is most likely to unfold in workplaces where employees experience a high level of perceived organizational support (POS), and there remain questions concerning organizational compassion as an extension of POS. However, as past organizational compassion research has been almost solely qualitative and constructivist in nature, it remains a challenge to test these propositions, and moreover, compare the concept’s universality outside of influential case studies. In response, the current paper explores the development, validity and reliability of a quantitative psychometric tool to account for these related conceptualizations of organizational compassion. It further tests hypotheses generated from the previous qualitative research specifically concerning the antecedents of organizational compassionate responding, and the relationship between POS and organisational compassion. The potential for a robust quantitative tool to examine organisational compassion complements the existing qualitative research and has the potential to constitute a significant contribution to the literature.	en_US
dc.relation.ispartof	Academy of Management	en_US
dc.relation.isbasedon	10.5465/AMBPP.2018.11915abstract	en_US
dc.title	Exploring the antecedents of compassionate responding in organizations	en_US
dc.type	Conference Proceeding
utslib.citation.volume	1	en_US
utslib.citation.volume	2018	en_US
utslib.location.activity	Chicago	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access
pubs.consider-herdc	true	en_US
pubs.finish-date	2018-08-14	en_US
pubs.issue	1	en_US
pubs.publication-status	Published online	en_US
pubs.start-date	2018-08-10	en_US
pubs.volume	2018	en_US

Abstract:

Analysis of the literature suggests organizational compassion is a four-construct process of noticing, empathising, assessing and responding (NEAR), which occurs at the interpersonal level (i.e. between colleagues) but is supported by organizational processes, routines, values and leadership. The literature further suggests that the unfolding of compassionate responding is sequential, and although the exact order is uncertain, it is generally assumed to be preceded by noticing, empathising and assessing. That is, noticing another colleague suffering contributes to empathy, which contributes to assessments and finally informs appropriate responding. Another important consideration is that compassion is most likely to unfold in workplaces where employees experience a high level of perceived organizational support (POS), and there remain questions concerning organizational compassion as an extension of POS. However, as past organizational compassion research has been almost solely qualitative and constructivist in nature, it remains a challenge to test these propositions, and moreover, compare the concept’s universality outside of influential case studies. In response, the current paper explores the development, validity and reliability of a quantitative psychometric tool to account for these related conceptualizations of organizational compassion. It further tests hypotheses generated from the previous qualitative research specifically concerning the antecedents of organizational compassionate responding, and the relationship between POS and organisational compassion. The potential for a robust quantitative tool to examine organisational compassion complements the existing qualitative research and has the potential to constitute a significant contribution to the literature.

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http://hdl.handle.net/10453/127461