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Mental health simulation is the educational practice of recreating clinical situations in safe environments using actors, followed by structured debriefing, to foster professional development and improve care. Although evidence outlines the benefits of simulation, few studies have examined the impact of interprofessional mental health simulation on healthcare trainees, which is more reflective of clinical care. The purpose of this paper is to evaluate the impact of mental health simulation training on students’ confidence, attitudes, knowledge and perceived professional development and anticipated clinical practice.

Participants (n=56) were medical (41 per cent) and mental health nursing students (41 per cent), and clinical psychology trainees (18 per cent). Six simulated scenarios, involving one to three trainees, were followed by structured debriefs with trained facilitators. Scenarios, using actors, reflected patient journeys through emergency, medical and psychiatric settings. Participants’ confidence, knowledge and attitudes were measured quantitatively using pre- and post-course self-report questionnaires. Perceptions of impact on professional development and clinical practice were assessed using thematic analysis of post-course questionnaire responses.

Knowledge, confidence and attitudes scores showed statistically significant increases, with large effect sizes. Thematic analyses highlighted themes of: interprofessionalism, communication skills, reflective practice, personal resilience, clinical skills and confidence.

Further research should clarify the impact of interprofessional simulation training on mental health practice in the context of other training received.

Simulation training may begin to influence participants’ professional development and future clinical practice and subsequently care delivered, supporting its increased use in mental health.

This study adds to nascent understandings of the use and potential of interprofessional mental health simulation, outlining innovative training, its positive outcomes and implications.

In response to the challenge of the ageing of societies and concerns over recruitment and quality of service delivery, many nations have introduced new educational and training pathways, as well as national standards that set a minimum qualification level for residential care staff. In Ireland, national standards were introduced in July 2009 and, against this backdrop this study aimed to explore the level of qualification held or being pursued by non‐nursing care staff.

An email/postal survey was conducted.

This survey revealed that while vocational qualifications were most common, more than 50 per cent of care staff neither held nor were pursuing the minimum qualification set by the standards.

While the introduction of standards may address this situation, the workforce appears currently ill‐prepared for increasing professionalisation. Moreover, given Ireland's poor economic circumstances, training or supports are likely to be limited, with the burden of training liable to fall on staff, undermining morale and increasing already tense industrial relations. Limitations of this study include variations in the roles of non‐nursing care staff, with many staff classified as “multi‐task” staff that perform a range of duties from personal care through to more general domestic duties and, in the context of a mixed economy of provision, the abundance of responses from the public sector relative to the private sector.

Nonetheless, this study provides a timely snapshot and a reference point for further research around the impact of standards on quality of care or workforce professionalisation and it will be of particular interest to policymakers, regulators, employers and care staff.

Today the governance and management structure of business organizations, particularly publicly traded corporations uti lizes a board of directors. Organization use of boards of directors is considered an openly accepted and utilized structure to provide leadership and management direction in business organization. Because large public companies recognize the value to the corporation and because of the increased regulatory requirements placed on publicly traded companies, the use of boards of directors are strongly endorsed. For small businesses and privately held companies, however, a board of directors is not always viewed as a useful part of the corporate structure. This paper reports on the results of a study which focused on the board functions and operations of small privately held corporations. A survey of 180 small, of ten family owned, non‐public corporations was conducted in one Mid western state. The study corroborated the expanding body of literature suggesting the lack of formality in board functions for small privately held companies. Critical factors influencing board function and action included needs of the company, abilities of the directors, sophistication of ownership and management, as well as life cycle stage, percent of family ownership and trading status of the corporation’s stock.

The purpose of this study was to examine whether undergraduates’ participation in 12 different leadership trainings, workshops, conferences, or programs was associated with students’ leadership efficacy. We used data from the Multi-Institutional Study of Leadership survey, which eight of the Big 10 institutions administered to students in spring 2018. The results suggest that students’ participation in shorter-term or moderate-term experiences—a leadership conference, retreat, lecture/workshop series, course, or positional leadership training—was positively associated with students’ leadership efficacy. We therefore encourage leadership educators and practitioners in higher education to consider the duration of their programs to maximize students’ outcomes.

As exhaustion is a core dimension of job burnout, the purpose of this paper is to demonstrate that individual perceptions of supervisor conflict management style (collaborative, dominating and avoidant) are antecedents of role stressors (role conflict, role ambiguity and role overload) in public accounting exhaustion.

Survey results from a sample of 208 public accountants from six firms in upstate New York are used to test the conceptual model using regression and mediation techniques.

The findings indicate that perceptions of collaborative and dominating conflict management styles are important antecedents to the role stressors that precede exhaustion in public accounting. The findings also indicate that collaborative and dominating management styles have an indirect effect on exhaustion through both role conflict and role overload.

The sample was taken from six accounting firms in one geographic area of the USA and may not be representative of all public accountants. As a result, generalizability may be limited. Theoretical implications include expansion of the existing public accounting exhaustion model to incorporate individual perceptions of conflict management styles as antecedents to role stressors, and consequently to demonstrate the indirect effects of these conflict management styles on exhaustion.

This study’s findings provide practitioners with insight regarding conflict management styles, specifically which ones have a positive versus negative effect on role stressors. This can be considered in hiring, training and promotion decisions in firms’ efforts to reduce exhaustion.

This augmentation of the existing public accounting exhaustion model is unique, as prior research has not examined individual perceptions of conflict management style. This not only enriches the model but also is actionable by public accounting firms seeking to mitigate exhaustion.

The purpose of this study is to examine justice perceptions using potential employee conflict over provision of a work‐life benefit, and to link the findings to existing theory and research in organizational justice.

A total of 208 undergraduates at a liberal arts college responded to a version of the scenario. There were six versions, representing varied organizational conditions, with hypotheses based on both theory and previous empirical work.

Students were asked whether they preferred equity (contribution), equality or need as the allocation norm to be used in the scenario. Under all organizational conditions, equity is favored over the other two norms, but some differences emerge. Organizational conditions that are less empowering and more stressful lead to higher preference for equality and need than when organizations are seen as treating employees well. In contrast with some earlier findings, women are more likely than men to prefer equity as the basis for the decision; but women's choices differ significantly between the long hours and family‐friendly scenarios, with a pronounced shift to need as the allocation norm in the long hours condition.

Although some researchers have examined organizational justice norms in relation to work‐life benefits, little attention has been shown to the mechanisms involved in creating perceptions of unfairness relative to these benefits. The study demonstrates the importance of organizational context in determining when these benefits may be perceived as being fair, thereby averting the potential for conflict between employees.

The purpose of this paper is to suggest Homans’ social exchange theory (SET), a management theory, as an explanation for some of the findings of some of the Hawthorne experiments (1924-1933), which demonstrated how social situations play an important role in task performance and productivity and how social exchanges can facilitate it. The authors also use SET to investigate Elton Mayo’s inquiry as to what caused spontaneous cooperation in Hawthorne.

The authors used a combination of published work by Homans, Roethlisberger and Dickson, Mayo and others, as well as oral histories conducted by Greenwood and Bolton in 1982-1984, to argue that some of the Hawthorne studies illustrate the principles of SET. Homans’ SET brought together concepts from multiple disciplines and offered a framework to explain social behaviors.

The relay assembly room and the bank wiring tests of Hawthorne studies can illustrate SET as developed by Homans. With the development of SET, Homans not only provided explanations for the creation of strong feelings of affiliation and trust through interactions and mutual dependence between group members but also provided evidence to Mayo’s concept of spontaneous collaboration.

The limitations of the paper are that the studies themselves can lend themselves to multiple perspectives due to design flaws. Therefore, our argument is only one interpretation – even if it is something that the researchers would have supported.

The paper augments the ongoing discussion about the Hawthorne studies in the literature and in the development of management theories such as SET. The authors provide support that it is through the attempts to explain the Hawthorne studies and the post-Second World War controversies over the studies that Homans developed social exchange. Building on previous work, the methods show perspectives beyond the motivations and sentiments of Homans by demonstrating observable behaviors from the Hawthorne studies.

Several telecommunication networking activities are underway in Arizona. The state is experiencing a tremendous rate of growth, with an accompanying demand for services. Arizona's geography is a challenge to the telecommunications industry with its mix of desert, mountains, and federal lands, including recreational areas and Indian reservations. While the majority of the population live in a few urban areas, there is the demand in the rural areas for equal access to information.

Employees are affected by the interpersonal treatment received from leaders (i.e. interactional justice), especially when being informed of negative outcomes (Brockner, 2010). Although respectful treatment may be expected from leaders generally, little is known about when leaders are more likely to display interactional justice and whether less interactional justice might be acceptable under certain circumstances. Drawing on reciprocity theory (e.g. Gouldner, 1960), and leader–member exchange (LMX) theory (e.g. Gerstner and Day, 1997), the purpose of this paper is to test the hypothesis that employees who are disrespectful and inconsiderate toward their supervisors (i.e. who are themselves interactionally unjust) would and should receive less interactional justice when being informed of a negative outcome.

The authors conducted three experimental studies (Ns=87, 47 and 114), in the context of leaders communicating a layoff decision to their subordinates.

The results supported the predictions albeit the effect of subordinate interactional justice on supervisor justice was modest, yet consistent, across studies.

The findings are consistent with reciprocity theory and the LMX literature and suggest that leader actions when communicating bad news are dependent on employee conduct. Limitations of the studies include a primary reliance on students as participants and the measurement of behavioral intentions rather than behavior.

The studies are among the first to examine interactional injustice perpetrated by subordinates toward their leaders, and its impact on leader behavior when delivering negative outcomes. There is a paucity of literature understanding the causes of leader fairness behavior, in addition to a consideration of unfairness from perpetrators of lower positional power.