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Previous research has suggested high levels of unaddressed mental health needs among male-dominated work settings. The mining industry has been a recent focus internationally. This paper aims to critically examine research regarding organizational mental health interventions for people working in mining industries.

The narrative review used a systematic standardized search strategy in six databases and grey literature from 1990 to 2019.

Of the 418 studies identified, seven studies (five quantitative and two qualitative studies) met the inclusion criteria. Analysis of these studies revealed the organisational interventions available to address mental health needs of miners. Interventions were categorised into organisational and individual-focused approaches. Evidence shows there is great potential in conducting workplace mental health programs, yet further research is required to create a strong evidence base for substantiated policy and practice implications.

Mental health interventions and programs should be available in mining industry to enhance mental health. Organisations can also improve mental health by implementing significant changes in the work environment and identifying workplace factors that induce strain and contribute to psychological distress in employees. Attempt can be made at restructuring safety policies and practices to include mental health, addressing organisational structures such as work schedules and providing training for managers and supervisors.

This review focuses on the unique characteristics pertaining to male-dominated mining industries and workplace mental health interventions which are aimed at supporting employee mental health.

SINCE LEAVING NORWICH, where I had lived and worked for eight years, I have been interested to read Philip Hepworth's periodic bulletins in NLW, the latest being Defeat (NLW, January, pp 7–9). I have come to the conclusion that it must quickly have become a far wickeder and less hospitable place than I remember it. I don't recall the world of librarianship in that fine city being a battlefield, with winners and losers. Indeed, unless I am mistaken, PH was always quick to imply that county library services were very much second rate affairs, and am somewhat surprised that he subsequently became very keen to join one—not like him at all.

The 1990s literature portrays the corporate personnel/HR function as in decline due to the decentralisation and delayering of large organisations. As a result personnel’s presence on boards of directors and participation in the formation of corporate business and HR strategies cannot survive. This paper challenges this view arguing that strategies do not originate at main board of director level but at the CEO executive group level in most cases. Research has shown the personnel/HR function’s involvement at this level to be higher than on main boards. Other recent evidence has accorded personnel a higher strategic role in MNCs, especially regarding the staffing and development of an international cadre of managers. This evidence however supports the view that personnel’s corporate presence declined from the mid 1980s to the mid 1990s before picking up, whereas the paper’s argument favours a steady growth thesis from the early 1970s. Additionally the dominant perspective contains an overly top down view of strategy formation whereas this paper argues for a counter‐balancing bottom up influence on strategy formation.

This study aims to investigate student mentors' perceptions of peer mentor relationships in a health professions education program.

The design uses embodied hermeneutic phenomenology. The data comprise 10 participant interviews and visual “body maps” produced in response to guided questions.

The findings about student mentors' perceptions of peer mentor relationships include a core theme of nurturing a trusting learning community and five related themes of attunement to mentees, commonality of experiences, friends with boundaries, reciprocity in learning and varied learning spaces.

The study contributes original insights by highlighting complexity, shifting boundaries, liminality, embodied social understanding and trusting intersubjective relations as key considerations in student peer mentor relationships.

How do transnational social movements organize? Specifically, this paper asks how an organized community can lead a nationalist movement from outside the nation. Applying the analytic perspective of Strategic Action Fields, this study identifies multiple attributes of transnational organizing through which expatriate communities may go beyond extra-national supporting roles to actually create and direct a national campaign. Reexamining the rise and fall of the Fenian Brotherhood in the mid-nineteenth century, which attempted to organize a transnational revolutionary movement for Ireland’s independence from Great Britain, reveals the strengths and limitations of nationalist organizing through the construction of a Transnational Strategic Action Field (TSAF). Deterritorialized organizing allows challenger organizations to propagate an activist agenda and to dominate the nationalist discourse among co-nationals while raising new challenges concerning coordination, control, and relative position among multiple centers of action across national borders. Within the challenger field, “incumbent challengers” vie for dominance in agenda setting with other “challenger” challengers.

The research examines the impact of corporate and industrial relations strategies on company performance as measured by changes in labour utilisation, based on a study of Scott Lithgow, a shipbuilding and offshore construction yard.

Three passions have ruled the life of Brian Pitman since he became chief executive of Lloyds Bank in 1983: a hunger for shareholder value, a conviction that it is only won through customer service, and a belief in the power of performance‐related rewards to mobilize human energy.

Exeter is currently the location for two major projects to improve people's involvement in the services they receive and develop civic awareness, promote liaison between the different agencies involved in public services, and carry out fundamental service reviews to produce services people want at a price they want to pay. This article reviews the Best Value Project which involves four principal public agencies in the city. The project has promoted widespread public consultation and the first six radical service reviews are under way. The Better Government for Older People Project has specifically aimed to improve older people's ability to take part in consultation, via a Visioning Day and the setting up of two focus groups to review transport for older people in the city and ways to improve communication with older people by public agencies.