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The aim of this paper is to examine the effect of servicer and cross‐seller functional performance on salesperson perception of cross‐functional conflict.

Frontline employees often specialize in selling, servicing, or cross‐selling to customers. Two studies separately examine the effect of servicer and cross‐seller functional performance on salesperson perception of cross‐functional conflict.

In Study 1, salesperson conflict with frontline specialists who do not directly sell, called servicers, is examined and it is found that salespeople perceive less cross‐functional conflict when servicers perform well. Group cohesion decreases conflict directly. The effect of servicer performance on conflict is less pronounced as cross‐functional training increases. In Study 2, salesperson conflict with employees who cross‐sell additional goods and/or services to customers, called cross‐sellers, is evaluated and it is found that salespeople perceive more cross‐functional conflict when cross‐sellers perform well. Cross‐functional training decreases conflict directly. The effect of cross‐seller performance on conflict is less pronounced as group cohesion increases.

The research was carried out in a single setting, automobile dealerships, and only two controls, one formal and one informal, were examined.

The results indicate that salespeople view the performance of each type of specialist differently depending on the specialists' goals. Based on this finding, the paper provides guidelines for which formal and informal controls are likely to be effective for reducing conflict between different frontline functions.

The paper shows that salespeople view servicer performance positively and cross‐seller performance negatively. Thus, the research adds to the understanding of cross‐functional relationships among specialized frontline employees.

Playfield Institute is a unique partnership between child and adolescent mental health services (CAMHS) and public health. The institute model is an innovative response to the national challenge to mainstream mental health. Its focus is to build the capacity of frontline workers (otherwise known as the children's workforce eg. school nurses, social workers, teachers, foster carers etc.) to promote the mental health of children and young people. It works by providing a multi‐agency forum for sharing information and developing practical skills on how to help children flourish. It also encourages reflection on practice and undertakes research that has a direct impact on the development of training and practice. To date, the Institute has achieved the following main outcomes: the facilitation of a successful training programme, the development of a well used, effective, online resource and the co‐ordination of a range of applied research projects. This paper discusses why the Institute was set up, what it is, what it has achieved and how the model is sustainable.

The Playfield Institute is a unique partnership between child and adolescent mental health services (CAMHS) and public health. The Institute model is an innovative response to the national challenge to mainstream mental health. Its focus is to build the capacity of frontline workers (otherwise known as the children's workforce eg. school nurses, social workers, teachers, foster carers etc) to promote the mental health of children and young people. It works by providing a multi‐agency forum for sharing information and developing practical skills on how to help children flourish. It also encourages reflection on practice and undertakes research that has a direct impact on the development of training and practice. To date, the Institute has achieved the following main outcomes: the facilitation of a successful training programme, the development of a well‐used, effective, online resource and the co‐ordination of a range of applied research projects. This paper discusses why the Institute was set up, what it is, what it has achieved and how the model is sustainable.

This paper aims to discuss the case of implementing participative management practices to support changes required following the introduction of a new strategy in a Russian bank. It provides a detailed description of the entire process including the methods implemented and the results achieved. The case study provides insights on how to extend participative management into an organization set in a context of strict regulative policies and an authoritarian culture.

The paper presents a case study on how participative management practices were implemented in a Russian bank and provides insights from the case.

The findings indicate some successful practices of participative management which can be implemented to identify problems/needs and assist with quick and collaborative decision-making for change without breaking strict banking normative procedures.

The paper provides insights for further implementation of participative management practices into organizations in an authoritarian context.

The paper presents empirical evidence of participative management implementation. This is uncommon for Russian organizations, where the authoritarian culture dominates. Other researchers and managers can use this paper as a source to guide changes within other companies and sectors in similar cultures.

The purpose of this paper is to examine the role that psychological screening and surveillance can take in improving the delivery of psychological support to emergency service responders (ESRs) at a time of increasing demands and complexity.

The study aims to present and discuss the use of psychological screening and surveillance of trauma exposed emergency service workers.

The evidence supports the use of psychological screening and surveillance using appropriate validated questionnaires and surveys.

The findings suggest that emergency services should be using psychological screening and surveillance of ESRs in roles where there is high exposure to traumatic stress.

These findings will help emergency service organisations to recognise how psychological screening and surveillance can be used as part of a wider programme of well-being support. This approach can also help them meet their legal health and safety obligations to protect the psychological health and well-being of their ESRs.

The purpose of this study is to identify across a number of workplace variables the similarities and differences in attitudes between three key frontline hotel worker groups: housekeepers, front office employees and food and beverage front-of-house staff.

A qualitative study was conducted using 25 semi-structured interviews with frontline workers employed in full-service hotels across Eastern Australia. Analysis was augmented through the Leximancer® software package to develop relational themes in the aggregation and disaggregation of the occupations.

Although work/life balance was a common theme across the three occupations, several distinct attitudinal differences emerged, in particular regarding perceptions of one occupational group towards another.

This study highlights the importance of hotel managers being cognisant of occupational differences and collecting data capable of assisting in the identification of these differences. Several practitioner relevant recommendations are made.

This exploratory study challenges assumptions regarding a “pan-industrial” hospitality occupational community and applies an emerging qualitative software package to highlight occupational differences and relational perceptions.

People in prisons have a high prevalence of poly-traumatisation throughout their life span. The behavioural and emotional sequalae of trauma are likely to be managed across the whole organisation. However, there is still a lack of clarity about the key components of a trauma-informed approach within the custodial context. This study aimed to gather in-depth knowledge of staff views on the components of an optimal trauma pathway in a prison and the organisational factors that influence its implementation.

The authors’ research design is qualitative, involving in-depth, semi-structured interviews with eight members of staff from different professional backgrounds at a single prison in the UK that houses sentenced and remand prisoners. Data was analysed using reflexive thematic analysis.

Three super-ordinate themes were identified within the data. Firstly, components of a trauma-informed pathway included sub-themes of asking about what has happened and knowing how to respond; providing specialist approaches; enabling residents to cope; screening and detection; and a compassionate relational approach. Secondly, organisational factors were associated with sub-themes of culture and leadership, resources and systems and processes. Thirdly, staff factors were associated with sub-themes of skills development and training, staff well-being and support and staff attitudes.

Post-traumatic stress disorder (PTSD) and complex PTSD in prisons are under-detected, and there are complex psychosocial factors within prisons that mediate the effectiveness of psychological therapies.

To the best of the authors’ knowledge, this study represents the first exploration of staff perspectives on the components of a trauma-informed pathway within custodial settings. Future directions should involve the piloting and evaluation of the components of the trauma-informed pathway, with a focus on longer-term outcomes and exploration of the organisational factors that impact on effectiveness.

The primary intention of this research paper is to systemically identify and discuss the longitudinal embedding of the nature of the changing role of first‐tier managers (FTMs) – drawing particular attention to the trends, typical characteristics and complexities associated with their role.

The paper carried out a literature survey using a long‐cycle approach – a systemic and in‐depth survey of the literature from the early Industrial Revolution era to the twenty‐first century in order to pin‐point the main phases of the transition of the FTM's people management role. The author's four‐factor framework for decision making vis‐à‐vis the role of FTMs was used to trace whether the characteristics and issues linked with the role today are typical of those associated with the role in the past, and the degree to which lessons have been learned.

Importantly, the long‐cycle analysis revealed that the FTM's role has been through three core phases from the early industrial revolution era, and is currently in the fourth phase. That is, the manager‐in‐charge, the manager‐in‐the‐middle, the manager‐on‐the‐margin and the manager‐in‐charge‐plus. Whilst drawing attention to the complexities associated with the evolution process, the cycle shows that it is possible to conceptualise each phase and identify the key factors linked to the FTM's changing role successively. This drew attention to the fact that the success or failure of this role can be determined by five key factors, which characterise it – definition of the role, training/development of FTMs, perception/attitude of the primary stakeholders of the role (including FTMs), broader organisational support of FTMs (whether lacking or present), and their performance/performance management. Furthermore, the findings showed that, if these key factors are not considered from an in‐depth historical perspective, the FTM's people management role will remain a major organisational dilemma.

The literature survey was quite general, although the literature on the manufacturing industry and the UK are the main focus.

The paper establishes the trends in the management of FTMs and their people management role using a long‐cycle approach. To date, few integrated studies on people management devolution to FTMs have been undertaken that seek to identify the key phases of the transition and the complexities associated with the evolution of the role during these times. Therefore, the paper addresses the imbalance by reflecting on the nature of the FTM's people management role over a long period, and developing a conceptual framework for pin‐pointing and analysing the problems faced in managing FTMs strategically.

Reviews the latest management developments across the globe and pinpoints 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.

The “Design Bugs Out” project, which is part of the larger NHS and Department of Health's “HCAI (Healthcare Associated Infections) Technology Innovation Programme”, has brought designers together with clinical specialists, patients and frontline staff to test an innovative approach to procurement. The result is eleven prototypes of cutting edge designs that rethink the bedside environment, patient transport and everyday medical equipment, with the aim of helping the fight against MRSA and other (HCAIs). And, while initially intended for adoption by the NHS, these potential new products could prove viable additions for any health organization, especially given that The World Health Organization has estimated that at any given time, 1.4 million people worldwide suffer from healthcare acquired infections.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.