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An original computer‐based tool, dubbed CyberInteractor, is described. CyberInteractor is designed to facilitate immediate student feedback to an instructor and to other students in a classroom setting or via the World Wide Web. Feedback is saved in a database for educational research purposes. Students view a question that can include pictures, diagrams, a movie or sound clip, random numbers, and calculations involving the random numbers. After responding, they receive feedback showing how other students in the same class have responded. Newsgroups enable students to explain their reasoning. Instructors can give pre‐tests and post‐tests, and collect the answers and student discussions in files that can be analyzed later, thus facilitating the collection and processing of data from large numbers of students.

Justice rules are standards that serve as criteria for formulating fairness judgments. Though justice rules play a role in the organizational justice literature, they have seldom been the subject of analysis in their own right. To address this limitation, we first consider three meta-theoretical dualities that are highlighted by justice rules – the distinction between justice versus fairness, indirect versus direct measurement, and normative versus descriptive paradigms. Second, we review existing justice rules and organize them into four types of justice: distributive (e.g., equity, equality), procedural (e.g., voice, consistent treatment), interpersonal (e.g., politeness, respectfulness), and informational (e.g., candor, timeliness). We also emphasize emergent rules that have not received sufficient research attention. Third, we consider various computation models purporting to explain how justice rules are assessed and aggregated to form fairness judgments. Fourth and last, we conclude by reviewing research that enriches our understanding of justice rules by showing how they are cognitively processed. We observe that there are a number of influences on fairness judgments, and situations exist in which individuals do not systematically consider justice rules.

The purpose of this paper is to investigate profiles of employee well-being using multiple components to better understand how well-being is experienced in organizations.

A survey design with 579 health care workers in the USA was administered. Latent profile analysis (LPA) was used to identify well-being profile groups.

Six well-being profile groups based on the relative levels of work stress, carry-over stress and job satisfaction were identified. Profile groups differed with respect to intention to remain in the organization and occupation, and job search behavior.

Models of well-being at work have generated consistently disappointing results that have not enhanced the development of programs to increase well-being at work. By identifying patterns of well-being, this study offers insights into how well-being is experienced so that more targeted programs to promote it can be implemented.

Although there is increased interest in the person-centered model in organizational research, it has not been applied to psychological well-being at work. This study represents an initial attempt to study configurations of well-being based on its components. Results indicate that distinct patterns of well-being are present, and those patterns are useful in gaining a greater understanding of how well-being is experienced and in how it can be more effectively managed.

This study aims to identify the political alignment and political activity of the 11 Presidents of Britain’s most important scientific organisation, the Royal Society of London, in its early years 1662–1703, to determine whether or not the institution was politically aligned.

There is almost no information addressing the political alignment of the Royal Society or its Presidents available in the institution’s archives, or in the writings of historians specialising in its administration. Even reliable biographical sources, such as the Oxford Dictionary of National Biography provide very limited information. However, as 10 Presidents were elected Member of Parliament (MP), The History of Parliament: British Political, Social and Local History provides a wealth of accurate, in-depth data, revealing the alignment of both.

All Presidents held senior government offices, the first was a Royalist aristocrat; of the remaining 10, 8 were Royalist or Tory MPs, 2 of whom were falsely imprisoned by the House of Commons, 2 were Whig MPs, while 4 were elevated to the Lords. The institution was Royalist aligned 1662–1680, Tory aligned 1680–1695 and Whig aligned 1695–1703, which reflects changes in Parliament and State.

This study establishes that the early Royal Society was not an apolitical institution and that the political alignment of Presidents and institution continued in later eras. Furthermore, it demonstrates how the election or appointment of an organisation’s most senior officer can be used to signal its political alignment with government and other organisations to serve various ends.

This study aims to develop a framework for applying performance management principles to implementing a pluralistic model of scholarly impact in business schools to increase the value and relevance scholarly research to multiple stakeholder groups.

Performance management principles were studied with case study data of scholarly impact that included bibliographic measures and altmetrics. An analytical model was built for a focal business school that provided benchmarks for managing scholarly impact by using data from three peer schools.

Bibliographic, scholarly output measures and altmetrics were consistent across the focal school and peer schools, thereby providing a solid foundation for establishing performance benchmarks for annual performance reviews, promotion and tenure decisions and organizational impact goals.

This paper provides guidance for designing, building and implementing performance management systems to foster scholarly impact.

This paper integrates pluralistic impact models and performance management systems to build faculty expertise and align it with multiple impact domains.

In a previous article we have called attention to the danger of eating tinned and bottled vegetables which have been coloured by the addition of salts of copper and we have urged upon the public that no such preparations should be purchased without an adequate guarantee that they are free from copper compounds. Copper poisoning, however, is not the only danger to which consumers of preserved foods are liable. Judging from the reports of cases of irritant poisoning which appear with somewhat alarming frequency in the daily press, and from the information which we have been at pains to obtain, there can be no question that the occurrence of a large number of these cases is to be attributed to the ingestion of tinned foods which has been improperly prepared or kept. It is not to be supposed that the numerous cases of illness which have been ascribed to the use of tinned foods were all cases of metallic poisoning brought about by the action of the contents of the tins upon the metal and solder of the latter. The evidence available does not show that a majority of the cases could be put down to this cause alone; but it must be admitted that the evidence is in most instances of an unsatisfactory and inconclusive character. It has become a somewhat too common custom to put forward the view that so‐called “ptomaine” poisoning is the cause of the mischief; and this upon very insufficient evidence. While there is no doubt that the presence in tinned goods of some poisonous products of decomposition or organic change very frequently gives rise to dangerous illness, so little is known of the chemical nature and of the physiological effects of “ptomaines” that to obtain conclusive evidence is in all cases most difficult, and in many, if not in most, quite impossible. A study of the subject leads to the conclusion that both ptomaine poisoning and metallic poisoning—also of an obscure kind—have, either separately or in conjunction, produced the effects from time to time reported. In view of the many outbreaks of illness, and especially, of course, of the deaths which have been attributed to the eating of bad tinned foods it is of the utmost importance that some more stringent control than that which can be said to exist at present should be exercised over the preparation and sale of tinned goods. In Holland some two or three years ago, in consequence partly of the fact that, after eating tinned food, about seventy soldiers were attacked by severe illness at the Dutch manœuvres, the attention of the Government was drawn to the matter by Drs. VAN HAMEL ROOS and HARMENS, who advocated the use of enamel for coating tins. It appears that an enamel of special manufacture is now extensively used in Holland by the manfacturers of the better qualities of tinned food, and that the use of such enamelled tins is insisted upon for naval and military stores. This is a course which might with great advantage be followed in this country. While absolute safety may not be attainable, adequate steps should be taken to prevent the use of damaged, inferior or improper materials, to enforce cleanliness, and to ensure the adoption of some better system of canning.

The purpose of this paper is to propose a predictive model that could replace lawyers’ annual performance rankings and inform talent management (TM) in law firms.

Eight years of performance rankings of a sample of 140 lawyers from one law firm are used. Artificial neural networks (ANNs) are used to model and simulate performance rankings over time. Multivariate regression analysis is used to compare with the non-linear networks.

With a lag of one year, performance ranking changes are predicted by the networks with an accuracy of 71 percent, over performing regression analysis by 15 percent. With a lag of two years, accuracy is reduced by 4 percent.

This study contributes to the literature of TM in law firms and to predictive research. Generalizability would require replication with broader samples.

Neural networks enable extended intervals for performance rankings. Reducing the time and effort spent benefits partners and lawyers alike, who can instead devote time to in-depth feedback. Strategic planning, early identification of the most talented and avenues for tailored careers become open.

This study pioneers the use of ANNs in law firm TM. The method surpasses traditional static study of performance through its use of non-linear simulation and prediction modeling.

The purpose of this paper is to empirically assess conceptually based arguments that the three-component model (TCM) is not a model of commitment but rather of employee turnover, and that the mindsets that comprise the TCM do not form a unified construct.

A survey design was used that was comprised of 223 staff nurses located in a large, urban hospital in the USA. Data were analyzed using dominance analysis, a variant of multiple linear regression that provides more accurate estimates of the strength of relationships between predictor and criterion variables when multicolinearity among predictors is present.

Results from OLS regression and dominance analysis provided no support for concerns about the viability of the TCM. First, there was no evidence that the continuance and normative mindsets were associated only with employee turnover, and there was strong support that this was not the case. Second, our overall patterns of results indicated that the mindsets that comprise the TCM operated as a unified construct that is consistent with the theory and research underpinning the TCM.

This study indicates that work commitment is multidimensional and must be managed accordingly so that it is important to be mindful of the development and implications of different constellations of work commitment.

Conceptually grounded criticisms of the TCM have not been tested empirically leading to uncertainty about the nature of work commitment. This study adds an empirical perspective that is augmented by an advanced application of multiple regression analysis.

Immediately following a merger, there is a period of anxiety, confusion and upheaval. Employee reactions during this period have been fairly well documented, and are centred on what will happen to their jobs and their careers. Following this period of confusion, there is a transition phase during which management is faced with the task of integrating the human resources of the merged firm. Not much is known about this process or about how employees respond to mergers over the longer term. To gain some insights, a survey of employee attitudes was conducted approximately two years after a merger. The study indicated that acting consistently with emergent organisational values and integrating members of the target are particularly important during transition.