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Currently, people leaving prisons face concurrent risks from the COVID-19 pandemic and the overdose public health emergency. The closure or reduction of community services people rely on after release such as treatment centres and shelters has exacerbated the risks of poor health outcomes and harms. This paper aims to learn from peer health mentors (PHM) about changes to their work during overlapping health emergencies, as well as barriers and opportunities to support people leaving prison in this context.

The Unlocking the Gates (UTG) Peer Health Mentoring Program supports people leaving prison in British Columbia during the first three days after release. The authors conducted two focus groups with PHM over video conference in May 2020. Focus groups were recorded and transcribed, and themes were iteratively developed using narrative thematic analysis.

The findings highlighted the importance of peer health mentorship for people leaving prisons. PHM discussed increased opportunities for collaboration, ways the pandemic has changed how they are able to provide support, and how PHM are able to remain responsive and flexible to meet client needs. Additionally, PHM illuminated ways that COVID-19 has exacerbated existing barriers and identified specific actions needed to support client health, including increased housing and recovery beds, and tools for social and emotional well-being.

This study contributes to our understanding of peer health mentorship during the COVID-19 pandemic from the perspective of mentors. PHM expertise can support release planning, improved health and well-being of people leaving prison and facilitate policy-supported pandemic responses.

Integrating preventive oral care into prenatal care is suggested as a strategy for reducing the burden of oral diseases among pregnant women and their offspring. This scoping review sought to synthesize available information and identify knowledge gaps on integrating oral health into prenatal care.

The scoping review was conducted based on the Joanna Briggs Institute scoping review framework using the following databases: CINAHL, Cochrane Database of Systematic Reviews, Medline, ProQuest Dissertation and theses Global, Psychinfo and Web of Science®. No search limits were used. Content analysis of the included articles was performed to identify conceptual frameworks, types of integration used, study designs, study objectives and outcomes.

Overall, 2,861 references were obtained from the databases search; and based on the inclusion and exclusion criteria 35 references were included in the final analysis. Of these 35 references, one document presented a conceptual model, six documents reviewed guidelines for integrating oral health in prenatal care, two were policy documents aimed at interprofessional collaboration for oral health during pregnancy, eight documents described programs focused on providing oral care during pregnancy, five of the references were literature reviews and the remaining 13 evaluated the impact of integration. Linkages between healthcare professionals were the most common type of integration used.

Despite advances in understanding integrated care concepts for healthcare delivery, there is little evidence available on the impact of the various types of, and strategies for, integrating oral health into prenatal care. Future research to bridge the identified gaps is recommended.

The originality of this study is to provide evidence on integrated oral healthcare during pregnancy.

This paper aims to explore a model, “The Four Roomed Apartment of Change” developed by Swedish psychologist claes Janssen which uses existential psychology to understand and manage the processes of change. The model has been used extensively in organisations as a diagnostic tool to facilitate changes in organisations, which involve some psychological discomfort. This paper specifically examines whether the model is equally useful when applied to the management of personal career change.

The paper considers the roots of existential psychology and outlines and critically reviews the “Four Roomed Apartment” model. The paper also provides evaluative analysis of the links between existential psychology and career development.

The paper finds that change may be thought of as a cyclical process involving different frames of mind and different emotions and that understanding those frames of mind is the key to successful, well managed change. The paper concludes that the model offered by the Four Roomed Apartment does provide a useful framework for understanding the emotions and feelings experienced during career change, and offers some guidance as to how to manage the process.

Career success today is measured against a broad raft of criteria, such as fulfilling work, work/life balance, skill utilisation and valued relationships. In order to achieve this success today, individuals must be acutely aware of their experiences and sufficiently reflective to understand their emotional significance. This model offers a helpful framework for that reflection and provides answers to some of the questions that must be answered for successful career management.

The purpose of the article is to examine the experiences of workers with intellectual disability (WWID) and subtle discriminatory practices that hold these workers back from thriving at the workplace.

The research design employs the Shore et al. (2011) framework of inclusion supported by optimal distinctiveness theory (ODT) (Brewer, 1991). These theoretical frames are used to examine the potential for WWID to become members of a work group and experience the opportunity to develop their unique selves, negotiate and thrive through their work for purposeful career outcomes. A qualitative case study approach was adopted through interviews and focus groups with a total of 91 participants: 41 WWID, 5 human resource (HR) managers, 5 duty/department managers (DMs), 24 colleagues and 16 supervisors.

The authors found that enhancing inclusion is underpinned by the positive impact of human resource management (HRM) practices and line management support for WWID feelings of belongingness and uniqueness that enable them to thrive through their work activities. The authors demonstrate that WWID need manager support and positive social interactions to increase their learning and vitality for work to embrace opportunities for growth. However, when WWID do not have these conditions, there are fewer opportunities for them to thrive at the workplace.

There is a need for formal HRM and management support and inclusive organisational interventions to mitigate discriminatory practices and better support WWID at work. There is an opportunity for HRM to design training and development around belongingness and uniqueness for this cohort of workers to maximise WWID opportunities to thrive through their work.

This study examines a cohort of WWID who are often forgotten and subtly discriminated against more so than other minority or vulnerable cohorts in the workplace, especially in terms of their development and reaching their full potential at work, which has an impact on their ability to thrive through their work. The paper makes an innovative contribution to the HRM literature through unpacking the processes through which Shore et al.'s (2011) conceptualisation of belongingness and uniqueness contributes to thriving for a marginalised and often overlooked cohort of workers.

In this chapter, we seek to resolve the long-running controversy as to whether moods foster or inhibit creativity. We base our arguments on a new theory, which we refer to as “creativity-as-mood-regulation,” where employees experiencing moods are envisaged to engage in creative behavior in the hope of regulating their moods. We further suggest that employees with different goal orientations will have different likelihoods of choosing creative activities to regulate their moods. Finally, we identify the specific goal-orientation conditions under which positive and negative moods may facilitate or depress creativity, and develop and discuss six related propositions.

This study aims to examine the relationship between having a learning organization (LO) and organizational citizenship behavior (OCB), and the moderating role of team-oriented culture on this relationship.

Using 516 respondents from diverse industries in West Malaysia, the authors tested the psychometric properties of the three variables.

LO positively influenced OCB. Team-oriented culture moderated the relationship between having a LO and OCB.

This study helps explain how to achieve a LO in a context of high power distance and collectivist culture such as Malaysia. This study also highlights the importance of the anticipated synergistic effects of a LO and team-oriented culture in promoting OCB.

Accumulated evidence suggests that efforts at diversity management (DM) yield mixed results or even fail in terms of promoting workforce diversity. Previous scholarly attempts to explain the mixed results of DM initiatives provided only partial understanding. This study applies a paradox perspective to better understand the challenges of DM from the vantage point of diversity managers, who play a central role in the promotion and implementation of diversity initiatives.

In-depth interviews with diversity managers in large business organizations in Israel explored practitioners' conceptions of the challenges underlying the implementation of diversity initiatives. A grounded theory approach was utilized.

The findings reveal the emergence of paradox: diversity initiatives generate organizational tensions that undermine their success and hence amplify the need for further diversity interventions. Three distinct paradoxes are identified: necessary change vs desire for stability; bureaucratic control vs flexible procedures; and long-term business gains vs short-term losses. Diversity managers utilize two opposing strategies to contend with these paradoxes.

This study does not represent voices of diverse employees or of top executives. The data focused on mid-level practitioners' descriptions of DM challenges and their methods of contending with them.

The findings shed light on an effective strategy of contending with paradox. Recognizing paradox and navigating it properly may greatly advance the success of costly DM change interventions. Implications are suggested regarding the academic education and training of DM practitioners.

Based on the paradox framework, which offers a novel vantage point for understanding the challenges of implementing DM, the findings contribute to the scholarly understanding of the limited success of DM interventions.

The purpose of this paper is to examine the prevalence of ill-treatment and bullying experienced by Irish workers and to explore individual and organisational predictors. The most recent national figures available are specific to bullying and predate the economic recession; therefore, this study is timely and investigates a broader range of negative behaviours.

A questionnaire survey study on a national probability sample of Irish employees was conducted (N = 1,764). The study design replicated the methodology employed in the British workplace behaviour study.

The results showed that 43% of Irish workers had experienced ill-treatment at work over the past two years, with 9% meeting the criteria for experiencing workplace bullying. A number of individual and organisational factors were found to be significantly associated with the experience of ill-treatment at work.

This study provides national-level data on workplace ill-treatment and bullying that are directly comparable to British study findings.

The findings indicate that a significant number of Irish workers experience ill-treatment at work, and that workplace bullying does not appear to have decreased since the last national study was conducted in Ireland.

This study is of use to the Irish regulator and persons responsible for managing workplace bullying cases, as it identifies high-risk work situations and contributing individual factors.

This study provides national Irish data on workplace behaviour and ill-treatment following a severe economic recession.