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This paper presents a new constructivist model of knowledge development in a case study that illustrates how a group of postgraduate students defined and evaluated effective postgraduate supervision. This new model is based on “personal construct theory” and “repertory grid technology” which is combined with interviews and group discussion. It is argued that this approach leads to a more meaningful interpretation of results and facilitates formative evaluation and professional development of supervisors. In this case study we discuss details of our evaluation method and its benefits and limitations. We explain how this approach enables both supervisors and students to participate actively in research and development activities, to develop their own constructs or theories of effective supervision, and to communicate their suggestions for improvement. Further applications of this constructivist model to postgraduate supervision practice and to research in higher education are suggested.

The purpose of this chapter is to empirically estimate the propensity for alcohol-related policies to influence rates of child abuse. Child maltreatment is measured by the number of abused children and the number of child fatalities due to abuse. The alcohol regulations of interest include beer, wine, and liquor taxes and prices, drunk driving laws, and measures of alcohol availability. Results indicate that higher excise taxes on alcohol and reductions in availability may be effective in reducing the incidence of child maltreatment.

In March 2010, President Obama signed into law the most broad and sweeping reform of health care in U.S. history. This was done at a time when aggregate medical expenses are significantly higher than they have ever been:

This paper draws on critical theory in an attempt to show how organizational ideologies operate in resistance to change that is engendered by training. In particular, the paper introduces critical theory’s views of dialectical reasoning and its relationship to oppression in human thought and action. It then describes the liberating themes from adult education and training concepts and theories. In this discussion, the paper elucidates the notion that unquestioned ideological assumptions produce fallacies that become instrumental modes for domination in interpersonal relationships. It illustrates this in a case analysis of an attempt to change the prevailing management ideology at a major university. Embedded within the attempted change program is the struggle for a new synthesis of meaning in the relationships and the countervailing antithesis of management resistance. The paper concludes with an outline of some of the implications of embracing a critical theory perspective as a trainer and change agent.

The purpose of this paper is to provide an historical perspective to help understand the forces that resulted in the Sarbanes‐Oxley Act. It aims to provide an historical vindication of the taxonomy developed by Charles Conrad in 2003.

The paper applies a framework developed by Charles Conrad in 2003 to explain the events that led to the corporate meltdown in 2002‐2003 and compare it to a similar scandal in the insurance industry at the beginning of the twentieth century.

A number of parallels were found between the two incidents. Additionally, the framework developed by Charles Conrad in 2003 was vindicated by the historical comparison. Lessons for practicing managers, domestic and international, are presented along with avenues for possible future research.

Recent changes in the political landscape, particularly in the USA, may indicate that Sarbanes‐Oxley will, indeed, be with us for a longer, rather shorter time. However, the real lesson for managers and scholars of management may be to concentrate on the three trends that foreshadow scandals and meltdowns to prevent similar problems, with their inevitable legal backlash in the future.

This paper uses the framework developed by Charles Conrad in 2003 to explore to different corporate meltdowns separated by a century in the USA. Lessons learned from these incidents as well as a perspective on the probable effective life of the Sarbanes‐Oxley Act are suggested.

This study aims to apply the perspective of self-determination theory to investigate the effects of needs satisfaction on customers’ emotional bond and perceived fit with the integrated resort brand.

To provide empirical evidence, this study uses an online survey analyzed with structural equation modeling.

The results suggest how integrated resort experiences enhance the needs satisfaction for autonomy, competence and relatedness, and that customers are likely to have an attachment and compatibility with the brand. This study also documents that strong attachments and compatibility are predictive of behavioral intention.

This study provides a theoretical perspective through self-determination theory for explaining how needs satisfaction impacts customers’ brand-related attitude, which can be used to guide future studies. Insights from this research will be used to design and evaluate customers’ experience in tourism and hospitality industry.

Although the concept of needs satisfaction has studied on the employees’ behavior, a scarcity of research has been offered to explain customers’ behavior. Thus, this study makes a significant contribution to the hospitality and tourism research by testing the needs satisfaction as an antecedent of customers’ brand-related behavior.

The purpose of this study is to examine the mediating effect of psychological well-being between organizational dehumanization and two outcome variables: service recovery performance and service sabotage. This research also investigates whether organizational tenure moderates the relationship between organizational dehumanization and psychological well-being.

Using survey methodology, 200 hotel frontline service employees (FLEs) in Turkey were sampled over two time points. Additionally, employees’ direct supervisors rated their service recovery performance. The partial least squares method, specifically SmartPLS 3.3.3, was used for data analysis.

The results indicate that organizational dehumanization negatively influences employees’ psychological well-being. However, organizational tenure moderates this relationship, in which organizational dehumanization has less of a negative effect on employees’ psychological well-being in those with longer tenure. Psychological well-being was found to mediate the relationship between organizational dehumanization and service recovery performance. Finally, psychological well-being mediates the relationship between organizational dehumanization and service sabotage.

Managers should consider the negative effect organizational dehumanization has on FLEs’ psychological well-being and aim to establish an organizational culture that values these employees as individuals and as invaluable resources for the organization. Further, this study has found that less tenured employees are less likely to have the psychological resources to cope with organizational dehumanization and are more susceptible to decreased productivity (i.e. service recovery performance) and engaging in counterproductive work behaviors (i.e. service sabotage) due to mistreatment in the workplace.

This study furthers our understanding of organizational dehumanization, an understudied concept in hospitality research, which influences employee outcomes. The findings of this study contribute to the advancement of the self-determination theory and how organizational dehumanization impacts psychological well-being. It also contributes to the conservation of resources theory and current literature on service recovery performance and service sabotage.

“Nobody w ants to get one. Nobody wants to give one.” The problem was that the supervisors and managers of the Rehabilitation Institute of Chicago (RIC) did not know how to use the Institute's new performance management system and had not been trained on how to prepare and deliver effective performance appraisals. The problem further included the fact that RIC was required to improve its effectiveness and timeliness with performance appraisals in preparation for its 2002 Joint Commission on Accreditation of Healthcare Organizations (JCAHO) review and felt bound to be timely for its employees as sound management practice. The research question was: “What should be contained in a training program for effective performance appraisals that drives performance accountabilities in a mutually satisfying way for adults who can find themselves as either appraisees or appraisers?” Procedures to develop a performance appraisal training program included a review of the literature, selection of formative and summative committee members, and design and validation of criteria and contents of a performance appraisal training program. The results of the study included the creation of a two‐module performance appraisal training program that included a module on the new performance management system contents and the manager's role within that system, and a module on preparing, delivering and assessing effective performance appraisal experiences. The conclusions reached included that it was possible to design a performance appraisal training that incorporated adult learning principles including learner‐centered strategies that also reinforced ownership of timeliness. Face‐to‐face training experiences were augmented by online training materials, allowing for access by 20 RIC locations. RIC has approved recommendations for further evaluation of the effectiveness of the performance appraisal system. Recommendations to apply adult learning principles to internal adult learning venues have received broader acceptance within the wider management and employee groups.

To examine the evolution of health care integration strategies and associated conceptualization and practice through a review and synthesis of over 25 years of international academic research and literature.

A search of the health sciences literature was conducted using PubMed and EMBASE. A total of 114 articles were identified for inclusion and thematically analyzed using a strategy content model for systems-level integration.

Six major, inter-related shifts in integration strategies were identified: (1) from a focus on horizontal integration to an emphasis on vertical integration; (2) from acute care and institution-centered models of integration to a broader focus on community-based health and social services; (3) from economic arguments for integration to an emphasis on improving quality of care and creating value; (4) from evaluations of integration using an organizational perspective to an emerging interest in patient-centered measures; (5) from a focus on modifying organizational and environmental structures to an emphasis on changing ways of working and influencing underlying cultural attitudes and norms; and (6) from integration for all patients within defined regions to a strategic focus on integrating care for specific populations. We propose that underlying many of these shifts is a growing recognition of the value of understanding health care delivery and integration as processes situated in Complex-Adaptive Systems (CAS).

This review builds a descriptive framework against which to assess, compare, and track integration strategies over time.