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For women in leadership, managing work and life obligations is essential, especially when leading in male dominated occupations such as STEM. This study examined social support and work-family integration/blurring to determine how women in leadership perceived these dynamics. By surveying STEM women leaders, this research explored work-life strategies and support resources used by women leaders to balance their work and non-work domains and promote their roles as leaders. Women leaders indicated difficulty delineating between work and personal roles and recognized informational and emotional support as most significant to their roles as leaders. Findings also indicated that most support came from spouses/significant others, female co-workers, and mentors outside the organization, respectively. These sources provided the support needed to maintain and progress in their roles as women leaders.

This study aims to examine whether a community-based suicide prevention project could increase willingness to seek professional help for suicidal ideation among young people.

Online surveys were administered at baseline (n = 224) and six months post-test (n = 217), consisting of the Risk Behavior Diagnosis scale; self-report questions on suicidality; willingness to engage with suicide prevention resources; and willingness to communicate with peers, family members, teachers or counselors about suicide.

A comparison of means within groups from pre- to post-test showed increases in self-efficacy for communicating about suicidal concerns with a teacher, school counselor or social worker; increases in self-efficacy for helping others; and increases in response-efficacy of interpersonal communication about suicide with a teacher, school counselor or social worker.

Young adults need to be willing and able to intervene in life-threatening situations affecting their peers. In step with narrative empowerment education, personal experiences can be used to communicatively reduce peer resistance to behavior change.

Health communicators tend to rely on overly didactic education and awareness-raising when addressing suicide prevention. This research shows the importance of direct and personal forms of influence advocated by social marketing professionals.

This paper proposes that the development of a layoff policy gives an organization a competitive advantage over organizations without such a policy. How an organization communicates concern to employees is often through procedures and policies developed by the human resource department. Survey questionnaires were mailed to 1,400 vice presidents of human resources that held membership and whose names were provided through the Society of Human Resource Management. Over half of the organizations surveyed (57%) did not have layoff policies. By type of organization, healthcare had the greatest number of policies in their organizations with 70% affirming their existence. The study concludes with the following five proposed reasons why layoff policies do not exist: (1) “It can't happen here” syndrome (2) The cover‐up syndrome (3) If you plan for it, people will panic, (4) Managers are trained to focus on growth and to avoid decline, (5) There would be loss of control, and accompanying organizational sabotage, and (6) More policies equal less humane treatment.

The information which has hitherto appeared in the daily press as to the evidence laid before the Departmental Committee which is inquiring into the use of preservatives and colouring matters can hardly have afforded pleasant reading to the apologists for the drugging of foods. It is plainly the intention of the Committee to make a thorough investigation of the whole subject, and the main conclusions which, in the result, must bo forced upon unbiassed persons by an investigation of this character will be tolerably obvious to those who have given serious attention to the subject. At a later stage of the inquiry we shall publish a full account of the evidence submitted and of the Committee's proceedings. At present we may observe that the facts which have been brought forward fully confirm the statements made from time to time upon these matters in the BRITISH FOOD JOURNAL, and amply justify the attitude which we have adopted on the whole question. Representatives of various trade interests have given evidence which has served to show the extent to which the practices now being inquired into are followed. Strong medical evidence, as to the dangers which must attach to the promiscuous and unacknowledged drugging of the public by more or less ignorant persons, has been given; and some medical evidence of that apologetic order to which the public have of late become accustomed, and which we, at any rate, regard as particularly feeble, has also been put forward. Much more will no doubt be said, but those who have borne the heat and burden of the day in forcing these matters upon the attention of the Legislature and of the public can view with satisfaction the result already attained. Full and free investigation must produce its educational effect ; and whatever legal machinery may be devised to put some kind of check upon these most dangerous forms of adulteration, the demand of the public will be for undrugged food, and for a guarantee of sufficient authority to ensure that the demand is met.

Scholars in the feedback seeking domain have predominantly focused on subordinate feedback seeking. The authors still know very little about feedback seeking when the leader is the “seeker” and subordinates are the “targets” of such seeking. This paper aims to develop a theoretical framework that explores the potential benefits and costs of leader feedback seeking, specifically, leader feedback inquiry for subordinates.

The authors draw upon the transactional theory of stress to propose a framework in which leader feedback inquiry influences two subordinate behaviors (in-role and proactive skill development behaviors) via appraisal processes (challenge and threat appraisals). With insights from regulatory focus theory, the authors propose that individual characteristics, namely, the regulatory focus of subordinates (promotion and prevention focus), determine the appraisals of leader feedback inquiry, subsequently influencing subordinate behavioral outcomes.

The authors contend that leader feedback inquiry can be appraised as a challenge which then produces beneficial subordinate behaviors (i.e. higher in-role and proactive skill development behaviors). However, leader feedback inquiry can also be appraised as a threat which then elicits detrimental subordinate behaviors (i.e. lower in-role and proactive skill development behaviors). The authors then argue that subordinates with a high promotion focus appraise leader feedback inquiry as challenging, thereby enabling beneficial behaviors. Subordinates with a high prevention focus, by contrast, appraise leader feedback inquiry as threatening, thereby prompting detrimental behaviors.

The authors shed light on the benefits and costs of leader feedback seeking for subordinates. The resulting framework underlines the importance of including individual characteristics and cognitive appraisal processes in research investigating the effects of leader feedback inquiry on subordinate outcomes.

Past research suggests that heavy media multitaskers (HMMs) perform worse on tasks that require executive control, compared to light media multitaskers (LMMs). This paper aims to investigate whether individual differences between HMMs and LMMs make them respond differently to advertising in a media multitasking context and whether this stems from differences in the ability versus the motivation to regulate one’s attention. This is investigated by manipulating participants’ autonomy over attention allocation.

For the first study (n = 85), a between subjects design with three conditions was used: sequential, multitasking under low autonomy over attention allocation and multitasking under high autonomy over attention allocation. This study investigated the inhibitory control of HMMs vs LMMs in a very controlled multitasking setting. The second study (n = 91) replicated the design of study one in a more naturalistic media multitasking setting and investigated the driving role of motivation vs ability for cognitive load differences between HMMs and LMMs and the consequent impact on advertising effectiveness.

Study I suggests that HMMs perform worse on a response inhibition task than LMMs after multitasking freely (in which case motivation to regulate attention determines the process), but not after their attention was guided externally by the experimenter (in which case their motivation could no longer determine the process). Study II argues that when motivation to switch attention is at play, cognitive load differences occur between HMMs and LMMs. This study additionally reveals that under these circumstances, HMMs are more persuaded by advertisements (report higher purchase intentions) compared to LMMs, while no differences appear when only ability is at play.

Executive control exists of different components (Miyake et al., 2000). The current study only focused on the impact of media multitasking frequency on response inhibition, but it would be interesting for future research to investigate whether media multitasking frequency equally affects the other sub-dimensions. Additionally, the impairment of response inhibition has been shown to predict a large number of other behavioral and impulse-control outcomes such as unhealthy food choices and alcohol and drug use (e.g. Friese et al., 2008). Future research should consider investigating other consequences of heavy media multitasking behavior, both advertising related and unrelated.

From a practical point of view, understanding the mechanisms that are driving the effects of media multitasking on advertising effectiveness for different groups of media-consumers could make it easier for practitioners to efficiently plan their media campaigns. Based on the findings of this study, the authors can derive that HMMs will be more depleted in cognitive resources and inhibitory control when media multitasking compared to LMMs. Consequently, this makes them more prone to advertising messages. This knowledge is of great importance for advertisers who could, based here on, aim to target HMMs more often than LMMs.

Two experimental studies by the authors confirm and add value to previous academic findings about the negative relation between media multitasking frequency and tasks that demand executive control. This study contributed to the previous by investigating whether individual differences between heavy and light media multitaskers make them respond differently toward advertising and whether the driving mechanism of these differences is a lack of motivation or ability to efficiently shift attention.

A survey of the current state of documentation practice in museums is presented. This concentrates on the broad themes of the practice, making comparisons with analogous library procedures, where appropriate. A brief introduction to museums and their organizational framework within the United Kingdom is given. With this as background, the methods of documentation used by museums are reviewed, and a survey presented of current developments on an international and national scale.

This study, first, examines whether a low culture person–organization (P-O) fit reduces job satisfaction and organizational citizenship behavior (OCB). Second, the author investigates how an organization's current innovation culture affects employees' attitudes and behaviors. Third, the author focuses on the interplay between leadership and organizational culture by testing whether supervisors' intellectual stimulation can mitigate the negative effects of a low innovation culture.

Data were collected via online questionnaires from 135 employees. Using the organizational culture assessment inventory, employees described their current and their preferred organizational culture and rated their supervisors' behavior.

Current-preferred culture discrepancies and a low innovation culture were associated with lower job satisfaction. The negative effect of a low innovation culture on employees' satisfaction was moderated by supervisors' intellectual stimulation (i.e. employees working in a low innovation culture are more satisfied when they have a stimulating supervisor). If employees' preference regarding the desired culture differed from those of their colleagues, they reported less OCB. Intellectual stimulation exacerbated this effect.

The author relied on self-reported cross-sectional data.

Actions are needed to ensure that the current culture and the preferred culture align and that employees agree on how the organizational culture should develop. Unless followers prefer different cultures than their colleagues, supervisors should show intellectual stimulation, especially in a culture whose norms do not support innovation.

The author emphasizes the positive consequences of a culture P-O fit and contributes to the much needed knowledge regarding the interplay between organizational culture and leadership behaviors on employees' attitudes and behaviors.

In this paper we detail the results from an empirical study concerning differences in characteristics of the enterprise resource planning (ERP) system selection process between small or medium and large sized organizations. In particular we address the fields of software packages considered and chosen, the weights assigned to different selection criteria, the size and structure of the team responsible for the decision, the methods employed and the effort expended.

The purpose of this paper is to explore how flourishing is achieved among sport employees working at intercollegiate sport organizations in the USA. To do so, a model is constructed that examines the impact of pride and path-goal leadership on job engagement and then flourishing. The model is grounded in the Human Resource Development (HRD) paradigm to extend the literature on positive performance outcomes in sport organizations.

Quantitative methods were used to analyze the data. Altogether, 282 useable surveys were completed by sport employees working in intercollegiate athletics departments. The hypotheses were examined with structural equation modeling to provide robust calculations of the relationships within the model.

The findings of this study demonstrated that both path-goal leadership and pride enabled job engagement, which in turn supported flourishing among intercollegiate athletics employees (e.g. equipment, marketing or facility/event positions). Job engagement is positioned as an important variable as it linked path-goal leadership and pride with flourishing.

This study examined mechanisms (i.e. path-goal leadership, pride) to enhance intercollegiate athletics employees' personal resources (i.e. job engagement, flourishing) through the HRD paradigm. The HRD framework posits that improved employee functioning leads to a superior organizational performance and has yet to be assessed within intercollegiate athletics. The findings add to the HRD literature by focusing on employees' workplace experiences and generating pathways to improved job engagement and the subsequent influence on intercollegiate athletics employees' ability to flourish, which is also understudied.