The detection of psychiatric illness by questionnaire

This new edition of Ann Bowling's well-known and highly respected text has been thoroughly revised and updated to reflect key methodological developments in health research. It is a comprehensive, easy to read, guide to the range of methods used to study and evaluate health and health services. It describes the concepts and methods used by the main disciplines involved in health research, including: demography, epidemiology, health economics, psychology and sociology.The research methods described cover the assessment of health needs, morbidity and mortality trends and rates, costing health services, sampling for survey research, cross-sectional and longitudinal survey design, experimental methods and techniques of group assignment, questionnaire design, interviewing techniques, coding and analysis of quantitative data, methods and analysis of qualitative observational studies, and types of unstructured interviewing. With new material on topics such as cluster randomization, utility analyses, patients' preferences, and perception of risk, the text is aimed at students and researchers of health and health services. It has also been designed for health professionals and policy makers who have responsibility for applying research findings in practice, and who need to know how to judge the value of that research.

Research Methods in Health. Investigating health and health services

https://leeds-faculty.colorado.edu/dahe7472/Journal%20of%20Management-2008-Ashforth-325-74.pdf

Identification in Organizations: An Examination of Four Fundamental Questions

Sustained organizational performance depends on top management teams effectively exploring and exploiting. These strategic agendas are, however, associated with contradictory organizational architectures. Using the literature on paradox, contradictions, and conflict, we develop a model of managing strategic contradictions that is associated with paradoxical cognition-senior leaders and/or their teams (a) articulating a paradoxical frame, (b) differentiating between the strategy and architecture for the existing product and those for innovation, and (c) integrating between those strategies and architectures. We further argue that the locus of paradox in top management teams resides either with the senior leader or with the entire team. We identify a set of top management team conditions that facilitates a team's ability to engage in paradoxical cognitive processes.

Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams

The authors developed and meta-analytically examined hypotheses designed to test and extend work design theory by integrating motivational, social, and work context characteristics. Results from a summary of 259 studies and 219,625 participants showed that 14 work characteristics explained, on average, 43% of the variance in the 19 worker attitudes and behaviors examined. For example, motivational characteristics explained 25% of the variance in subjective performance, 2% in turnover perceptions, 34% in job satisfaction, 24% in organizational commitment, and 26% in role perception outcomes. Beyond motivational characteristics, social characteristics explained incremental variances of 9% of the variance in subjective performance, 24% in turnover intentions, 17% in job satisfaction, 40% in organizational commitment, and 18% in role perception outcomes. Finally, beyond both motivational and social characteristics, work context characteristics explained incremental variances of 4% in job satisfaction and 16% in stress. The results of this study suggest numerous opportunities for the continued development of work design theory and practice.

/pdf/integrating-motivational-social-and-contextual-work-design-2jvoaedpg3.pdf

Integrating Motivational, Social, and Contextual Work Design Features: A Meta-Analytic Summary and Theoretical Extension of the Work Design Literature

Mergers and acquisitions frequently result in job losses. At the same time, many organizations experience an unplanned and often undesirable exodus of talented personnel post merger or acquisition. Objective merger reselection procedures can play a useful role in guiding organizational retention decisions, but such procedures are likely to take time and may be ineffective in stemming the more immediate post‐acquisition drift. Individuals may leave the organization because they find themselves incongruent with the new culture; but they may also leave because they are uncertain, confused, or finding themselves in an ambiguous working environment. Discusses the similarities between merger and marriage, and outlines three types of organizational marriage and their implications for culture change.

Of Mergers, Marriage and Divorce: THE ISSUES OF STAFF RETENTION

There are many compelling social and economic reasons why managers and professionals may decide or be obliged to consider changing careers at mid life While 30 years ago, only two out of every 100 executives were likely to make a radical career change, during the last decade, this figure has risen to 35 per cent In reviewing the literature, examines the needs and motives for career change and the individual, organizational and wider societal factors likely to facilitate or impede that change Reports on a continuing study comparing the experiences and characteristics of successful and unsuccessful mid‐career changers and suggests that personality differences may play an important role in determining outcomes

Career Change: Myth or Reality?

Culture and Organizational Effectiveness

Increasing evidence exists that workplace absence due to stress-related conditions is a growing problem in Europe. However, the priority on the issue varies between countries. The costs of occupational stress are difficult to accurately quantify, and the incentives for investing in stress-prevention activities are less apparent at an organizational level than in the United States. Consequently, expansion in this area has been considerably slower. The authors present an overview of the problems of occupational stress within Europe. They discuss the response and intervention characteristics of European employers and policymakers and possible developments. If organizations are to become more proactive in their approach to stress prevention, there needs to be a framework for assessing, implementing, and evaluating interventions. The authors outline a framework to adopt.

Susan Cartwright

Papers

Of Mergers, Marriage and Divorce: THE ISSUES OF STAFF RETENTION

Career Change: Myth or Reality?

Culture and Organizational Effectiveness

Public policy and occupational health psychology in Europe.

Chapter 1 – Introduction: mergers, acquisitions and strategic alliances – a people issue