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Purpose – The authors examine framing and narrativization in news coverage of health threats to assess variations in news discourse for known, emerging and novel health risks. Methodology/Approach – Using the analytical categories of known, emerging, and novel risks the authors discuss media analyses of anti-vaccination, antimicrobial resistance (AMR), and Covid-19. Findings – Known risks are framed within a biomedical discourse in which scientific evidence underpins public health guidelines, and following these directives prevent risk exposure while non-compliance is characterized as immoral and risky. News coverage of emerging risks highlights public health guidelines but fails to convey their importance as the risks seem too distant or abstract. Media coverage of novel risks is characterized by the ubiquity of uncertainty, which emerges as a “master frame” under which all incidents and events are subsumed. Stories about novel risks highlight the fluid and changing nature of scientific knowledge, which has the unintended effect of fueling uncertainty as studies and experts contradict each other. Originality/Value – This chapter introduces a new analytical framework for examining how media stories represent public health risks, along with previously unpublished analysis of media coverage about AMR and Covid-19. This chapter provides insight about the nature of risk discourses involving media, public health officials, activists, and citizens.

Older workers represent an increasingly important source of labour for organisations. Irrespective of age, a worker needs the appropriate skills and knowledge to be productive and to help the organisation achieve its strategic objectives. However, in many organisations, older workers are less likely to be offered training opportunities than their younger compatriots. This is due, in part, to negative stereotypical assumptions about older workers by managers. Learning and training are influenced by an individual’s career span and motivation. As a person ages, their work-related needs will change. There is a shift from growing and developing their career to a focus on security, maintenance, emotional satisfaction and mastery. Cognitive change takes place during a person’s life, and a gradual decline in primary mental abilities can be expected, but the notions of general decline are simplistic and misleading. A person is able to learn at any age and the older worker is capable of adjusting to changes in work. Many people assume that older workers are homogeneous but this is not the case. There are significant differences between older workers and these differences need to be acknowledged and understood. The organisational culture will affect learning and training opportunities for older workers, as will the attitudes of managers to older employees. Learning and training for older workers will also be influenced by the national culture and, in this chapter, selected Asian countries are discussed. The chapter concludes by offering recommendations regarding learning and training for older workers in organisations.

Treating team members fairly, valuing different voices, and celebrating uniqueness are the behaviors that successful inclusive leaders exhibit and role models within the workplace. Actions such as these can impact how engaged (the active and intentional use of physical, cognitive, and emotional energies put into job responsibilities) employees are in their relationships with colleagues and how they feel about their work. Research revealed that when leaders act in ways that demonstrate inclusivity (such as treating others fairly, being open to differences, valuing unique perspectives, and authenticity), women, people of color, and those individuals at small or midsized companies feel stronger connections with their colleagues. This is valuable as engaged employees positively affect the organization’s success. We know that perceived or actual commonalities can cause individuals to feel a sense of connection to others based solely on that perception, so it should only follow that the level of engagement should be impacted when team members and managers feel a sense of connection based upon actual or perceived identity similarities. This provides a unique opportunity for leaders to create spaces of bravery and safety through inclusive leadership actions that allow all individuals to share the aspects of their identity that allow these connections to occur. This chapter identifies behaviors and actions of inclusive leaders, explores original research on the connection between perceptions of identity and employee engagement, and provides practical advice on how leaders can support and encourage employee engagement regardless of the perception of identity.