Researching Giving and Volunteering in Australia

The giving of time and money, mainly to private nonprofit organisations is not trivial, but in Australia has been little studied. This article introduces a special issue of the Australian Journal of Social Issues which draws on data collected in the largest study of giving and volunteering conducted in Australia hitherto. It seeks to establish terminological guidelines and reviews past Australian research on giving and volunteering, arguing that there has been a disproportionate interest in volunteering. It seeks to put to rest some common myths about giving and explores whether the increase in giving and volunteering can be attributed to government policy. It concludes by introducing the other papers in the collection.     

The Dual-Factor Model of Mental Health: A Short-Term Longitudinal Study of School-Related Outcomes

The Dual-Factor Model of Mental Health, proposed by Greenspoon and Sasklofske (Soc Indic Res 54:81–108, 2001), suggested that student mental health should be assessed on a dimension of psychopathology as well as a dimension of subjective well-being (SWB). Greenspoon and Sasklofske (Soc Indic Res 54:81–108, 2001) argued that measuring both psychopathology and SWB allow mental health professionals to have a more complete understanding of the child’s psychological health. The present exploratory study provided a further evaluation of the usefulness of the Dual-Factor model in understanding adolescents’ SWB using both person-centered and variable-centered analyses. Using person-centered analyses, we explored whether group membership revealed differential changes in middle school students’ GPAs as well as emotional, cognitive, and behavioral engagement across a 5-month time period. Furthermore, we used variable-centered analyses to examine whether middle school students’ levels of SWB at Time 1 predicted changes in our criterion variables. Specifically, we assessed whether SWB at Time 1 predicted student school engagement and GPA at Time 2 above and beyond their levels of internalizing and externalizing behaviors at Time 1, levels of student engagement and grades at Time 1, and demographic variables. Results of the person-centered analyses found statistically significant differences across the four groups identified in the Dual-Factor Model for emotional, cognitive and behavioral engagement as well as GPA. The results from the variable-centered analyses suggest subjective well-being to be a significant predictor of emotional, cognitive and behavioral engagement beyond measures of psychopathology. These results provide additional support for use of the Dual-Factor Model.     

A dynamic social-ecological model of generational identity in the workplace

We approach generational identity in the workplace as a social identity simultaneously linked to biological and historical location. We outline a dynamic social-ecological model of generational identity in which various levels of influences shape the potential for and manifestation of generational identities in the workplace. We propose that individual generational identity in the workplace is influenced by the interaction of four levels of factors: the workgroup, where generational identity is triggered; the organization, which structures the context in which work-related generational identity takes shape; the extra-organizational environment, which sets the general parameters for generational interactions with occupational and stakeholder groups; and society, where generational phenomena are manifested as historical social movements and depicted as mass media narratives. We examine each of these levels of influence and offer propositions, guided by social identity, self-categorization theory, fault line theory, and generational theory, to elucidate what each level of influence contributes to a fulsome understanding of generation as a complex phenomenon. This approach to generational identity in the workplace highlights the influences that serve as pre-conditions for generational conflict in organizations.     

Putting "teeth" in your résumé

How can physician executives get the kind of management experience they need to move to the next level? Is the MBA the end all or can significant management experience and top assignments impress recruiters and CEOs? Here are some important questions to ask yourself about each job you have held as you prepare to move forward in your career: How did I improve the organization? How did I contribute to greater efficiency? How did I affect productivity? How did my work increase the bottom line? Thinking about these questions can help you put teeth in your résumé and get you where you want to go. When you can answer those questions from your own experience, you will have created a powerful career track record that is likely to impress the next CEO whose staff you want to join.     

Leadership and followership.

Along with the well-known leadership traits, there are some subtle characteristics of true leaders. Managing managers, making decisions, tolerating diversity, and showing a sense of humor are other marks of leadership that physician executives should possess.     

The MBA mystique

Is an MBA the solution for you? Do physician executives need to have a business degree to compete in today's competitive marketplace? What are clients looking for when they make hiring decisions? The answers may surprise you. This column is an attempt to dispel myths about physician executives and the MBA degree. Clients want to attract and hire physician executives who possess sometimes intangible skills--with or without the MBA credential. These intangible skills include the ability to educate other physicians to the new health care realities, a sales orientation emphasizing effective communication that focuses on patients and payers as customers, comfort with ambiguity, flexibility, and tact and sensitivity in negotiations.     

Distributional properties of simpson's index of diversity

Closed expressions for the first four moments of Simpson's index of diversity are derived using techniaues suggested by Haldane (1937). As the samole size increases the behavior of the skewness and kurtosis is studied for several Dopulations with varying degrees of diversity, If the populationproportions decrease accordinq to a geometric progression, graphs of β₁and β₂ indicate that convergence to normality in general is more rapid for populations which are less diverse.     

Eating disorders in graduate students: exploring the SCOFF questionnaire as a simple screening tool

The results of several studies have established the validity of the SCOFF questionnaire (a 5-question screening tool for eating disorders), but researchers need to explore further replicability using the US version in the graduate school population. In this study, the authors asked 335 graduate students attending the Northwestern student health clinic on the Chicago campus to complete a written survey anonymously. A total of 305 (91%) patients completed the survey. The sensitivity and specificity for the SCOFF was 53.3% and 93.2%, respectively. This produced a PPV (the proportion who tested positive on the screen and actually had an eating disorder) of 66.7% and an NPV (the proportion of those who tested negative on the screen and actually did not have an eating disorder) of 88.7%. More than 80% of respondents were dissatisfied with their shape and weight, with over one third having a moderate to severe body image disturbance. The SCOFF is an easy instrument to administer that health care providers can use to screen for eating disorders in the primary care setting.     

When it's time to say goodbye

You've landed the perfect job, but now you must face your current employer and deliver the news that you're leaving the organization. While an exciting time, this can also certainly be a stressful one. Here are some strategies and ideas for saying goodbye to an employer that may be useful in guiding your actions. From being ready for counter-offers to downright hostility, you need to be prepared to deal with various scenarios. No matter how you have steeled yourself to go into the boss's office to share your news, you cannot predict with total accuracy just what his or her response will be. There will always be surprises, although usually things are never as bad as your imagined worst-case scenario. However, when you are ready to make your plans known, one simple rule is always required: You must have total commitment to your new position.     

The physician executive "arrives"--a new generation prepares for the future

The recent rise in the number of physician executives in the health care industry vividly demonstrates that a genuinely new generation of physician executives is seeking to combine the sensitivity of their clinical skills with the business acumen that today's health care organizations need to prosper and grow. But physicians who are preparing themselves to be selected one day as chief executive officers by hospitals, integrated systems, and managed care organizations should understand that the CEO role is radically different from that of the CEO of a physician practice. The corporate CEO role requires the management of managers and responsiveness to the organization's board. Those who imagine that the corporate CEO role bears any resemblance to the autonomous, independent existence of the practitioner are certain to have a rough time.