Correction: How psychology might alleviate violence in queues: Perceived future wait and perceived load moderate violence against service providers.

[This corrects the article DOI: 10.1371/journal.pone.0218184.].

How psychology might alleviate violence in queues: Perceived future wait and perceived load moderate violence against service providers.

INTRODUCTION: Queues are inherent to service encounters, as it is not always possible to provide service to all clients at the exact moment they request service. Queues involve waiting for a service in a specific place that might also be crowded, they obstruct the client's' goal of receiving service, and at times lead clients to mistreat service providers and in extreme cases even attack them violently. We show, in a hospital setting, that perceived predicted future wait and load can buffer the causes of violence towards service staff. METHODS: We combine objective data on crowdedness, reports of violence, and durations of time people waited, with psychological measures of perceived load and perceived future wait, collected from 226 people in the Emergency Department (ED) of a large hospital. Visitors to the ED were recruited as they waited for service. They indicated their perceived load in the ED and their perceived remaining wait for service. This data was then triangulated with objective operational data regarding the actual number of people waiting for service (i.e., crowdedness) and objective data regarding staff calls to security to stop violent accounts. RESULTS: We find that with increased crowdedness, there are more calls to security reporting violence. However, this relationship is moderated by two factors: when people perceive the future wait to be short and when they perceive the load on the system to be high. Moreover, a three-way interaction shows that crowdedness is associated with more incidents of violence, however high perceived load and low perceived future wait are associated with fewer violent incidents. CONCLUSIONS: This paper demonstrates the relationship between crowded queues and violence towards service staff, and suggests two psychological mechanisms for buffering such violence: reducing perceived future wait and elevating perceived load.

Is perfect good? A meta-analysis of perfectionism in the workplace.

Although the concept of perfectionism is familiar to most people, its relationships with organizationally relevant variables remain unclear because of the dispersed and multidisciplinary nature of extant research. The state of the literature is particularly concerning given the likely widespread influence perfectionism has on individuals' workplace attitudes and behaviors. Moreover, research in multiple disciplines of psychology has revealed the phenomenon of perfectionism to be multidimensional. In addition, the totality of effects surrounding perfectionism remains unclear as perfectionism carries both benefits as well as consequences for employees and organizations. To cogently synthesize and empirically disentangle the possible differential effects associated with perfectionism at work, the authors conducted a meta-analysis of perfectionism and work-related antecedents and outcomes. The resulting qualitative and quantitative review reveals perfectionism to have sizable and consistent relationships with several organizationally relevant factors but an equivocal overall relationship with job performance. The authors provide a theoretical and empirical overview of the state of the literature and suggest avenues for future research that may facilitate better integration of perfectionism into organizational research. (PsycINFO Database Record (c) 2018 APA, all rights reserved).