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The assumption that the family migrates as a unit downplays migrants’ circularity. This chapter focuses on China's rural–urban labor migrants that travel back and forth between the sites of work and home community and between places of work. I argue that migrants and their households pursue work flexibility in order to obtain the best of the urban and rural worlds, by gaining earnings from urban work and at the same time maintaining social and economic security in the countryside. Work flexibility demands flexibility in household organization, in the form of division of labor and collaboration between genders, generations, and households. Based on a study in Sichuan, I examine household biographies and narratives to identify migrants’ work and household strategies.

Migrants change jobs frequently, switch from one type of work to another and one location to another readily, and often return to the home village for months or even years before pursuing migrant work again. Not only are migrants ready to split the household between the city and the countryside, but also they frequently change from one form of division of labor to another. The inside–outside model, where the wife stays in the village and the husband does migrant work, used to be the dominant arrangement. Over time, the outside–outside model, where both the husband and wife migrate to work and leave behind other family members, is increasingly popular. This is facilitated by intergenerational and interhousehold division of labor in the form of assistance by the extended family. Intergenerational division of labor takes place when the second generation is replacing the parents in migrant work. This research's findings support the notion that rural–urban migrants are fast becoming a hybrid segment of Chinese society, playing dual roles of farmers and urban workers and straddling the peasant and urban worlds.

Through a number of comprehensive reviews, the Institute of Medicine (IOM) has recommended that healthcare organizations develop safety cultures to align delivery system processes with the workforce requirements to improve patient outcomes. Until health systems can provide safer care environments, patients remain at risk for suboptimal care and adverse outcomes. Health science researchers have begun to explore how safety cultures might act as an essential system feature to improve organizational outcomes. Since safety cultures are established through modification in employee safety perspective and work behavior, human resource (HR) professionals need to contribute to this developing organizational domain. The IOM indicates individual employee behaviors cumulatively provide the primary antecedent for organizational safety and quality outcomes. Yet, many safety culture scholars indicate the concept is neither theoretically defined nor consistently applied and researched as the terms safety culture, safety climate, and safety attitude are interchangeably used to represent the same concept. As such, this paper examines the intersection of organizational culture and healthcare safety by analyzing the theoretical underpinnings of safety culture, exploring the constructs for measurement, and assessing the current state of safety culture research. Safety culture draws from the theoretical perspectives of sociology (represented by normal accident theory), organizational psychology (represented by high reliability theory), and human factors (represented by the aviation framework). By understanding not only the origins but also the empirical safety culture research and the associated intervention initiatives, healthcare professionals can design appropriate HR strategies to address the system characteristics that adversely affect patient outcomes. Increased emphasis on human resource management research is particularly important to the development of safety cultures. This paper contributes to the existing healthcare literature by providing the first comprehensive critical analysis of the theory, research, and practice that comprise contemporary safety culture science.

Purpose – In an attempt to enhance patient safety, health care facilities are increasingly turning to crew resource management (CRM) and other teamwork training interventions. However, there is still quite a bit about such training interventions that remain unclear. Accordingly, our primary intent herein is to provide some clarity by providing a review of the literature, in hopes of highlighting the current state of the literature as well as identifying the areas that should be addressed by researchers in this field going forward.

Design/methodology/approach – We searched various electronic databases and utilized numerous relevant search terms to maximize the likelihood of identifying all empirical research related to the use of CRM training within health care. Additionally, we conducted a manual search of the most relevant journals and also conducted a legacy search to identify even more articles. Furthermore, given that as a research team we have experience with CRM initiatives, we also integrate the lessons learned through this experience.

Findings – Based on our review of the literature, CRM and teamwork training programs generally appear beneficial to individual employees, the groups and teams within such settings, and overall health care organizations.

Originality/value – In addition to reviewing the literature that addressed CRM and teamwork training, we also highlight some of the more critical aspects of CRM training programs in order for such initiatives to be as successful as possible. Additionally, we detail various factors that appear essential to sustaining any benefits of CRM over the long haul.