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The purpose of this paper is to develop a theory of preventive health management for high-risk employees, who are the 1-3 percent with a propensity to become dangerous.

The paper reviews the literature and design a prevention model for high-risk employees that relies on primary, secondary, and tertiary surveillance indicators as well as prevention methods. The behaviors of these employees are often not accidental, even if not always intentional.

Primary prevention through organizational socialization and supervision can reduce emergence of high-risk employees. Early identification through secondary surveillance then prevention of incivility and deviance can deter escalation to violent behavior. When high-risk employees become dangerous and violent, tertiary prevention calls for containment, caregiving, forgiveness, and resilience.

The paper suggests that HR professionals can advance health, well-being, and performance while averting danger and violence by identifying and managing high-risk employees, anticipating their needs, and providing supportive resources and advising.

The paper applies public health prevention to deviant and violent employees.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This paper develops a theory of preventive health management for high-risk employees. It also designs a prevention model which reveals the way these employees should be handled. While early intervention is ideal, certain steps can be taken even when a problem has escalated to dangerous levels.

This paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.

On April 2, 1987, IBM unveiled a series of long‐awaited new hardware and software products. The new computer line, dubbed the Personal Systems 30, 50, 60, and 80, seems destined to replace the XT and AT models that are the mainstay of the firm's current personal computer offerings. The numerous changes in hardware and software, while representing improvements on previous IBM technology, will require users purchasing additional computers to make difficult choices as to which of the two IBM architectures to adopt.

The purpose of this paper is to provide a selected bibliography of recent resources on library instruction and information literacy.

The paper introduces and annotates periodical articles, monographs, and audiovisual material examining library instruction and information literacy.

The findings provide information about each source, discusses the characteristics of current scholarship, and describes sources that contain unique scholarly contributions and quality reproductions.

The information may be used by librarians and interested parties as a quick reference to literature on library instruction and information literacy.

Patience is underestimated in organizations. The purpose of this paper is to explore the concept of patience and the individual and organizational benefits it confers. Then, the paper discuses emotional self-regulation and explain how two self-regulatory techniques can affect the patience of individuals in organizations.

The paper considers religious, philosophical, and psychological perspectives on patience; and highlight the emotional underpinnings of patience.

The paper argues that patience plays an important role in organizations and that individuals can use emotional self-regulation to enhance their patience. The paper offers two key points about the relationship between self-regulation strategies and patience: first, situation selection mitigates the need for patience and second cognitive reappraisal facilitates the execution of patient responses and the development of the virtue itself.

The paper provides recommendations for increasing individuals’ patience in organizational settings.

The virtue of patience has received scant research attention. This paper focusses on the importance of patience in the workplace and examines how emotional self-regulation can facilitate its activation.