PTSD symptoms among men and women survivors of intimate partner violence: the role of risk and protective factors

The purpose of this cross-sectional analysis of the National Violence Against Women Survey was to characterize current symptoms of posttraumatic stress disorder (PTSD) among 185 men and 369 women survivors of intimate partner violence (IPV). In this subsample, 24% of women and 20% of men had current moderate-to-severe PTSD symptoms. PTSD scores were higher for women than men. Protective factors that appear to increase resiliency of survivors were higher education and income, being currently married, and reporting that IPV had stopped. Higher physical or psychological IPV scores, current depressive symptoms, and the survivor having left the relationship at least once were associated with risk of moderate-to-severe symptoms of PTSD. Protective factors may be used to boost resiliency of IPV survivors and reduce PTSD symptoms.     

Employee voice on social media — An affordance lens

Voice mechanisms in organizations provide an opportunity for employees to have a say about their work. As new digital mechanisms, such as social media (SM), are being increasingly adopted by organizations for knowledge sharing, employee engagement and general communication, it is important to consider the extent to which SM may facilitate employee voice. The limited attempts to examine SM and employee voice have mostly focused on identifying the contextual factors that could promote constructive voice on SM. The extant literature does not explore how SM features may (or may not) facilitate all types of voice, such as those which promote employee interests. Adopting an affordance lens, this paper answers the call of voice scholars to explore the potential of SM as a voice mechanism by discussing the perceived value of different SM features for different types of employee voice content. The paper brings together SM and voice literature and explores how different SM affordances may potentially facilitate certain voice content more so over others. In doing so, future directions for research of voice on SM are also discussed.     

Solidarity in Action at a Time of Crisis: The Role of Employee Voice in Relation to Communication and Horizontal Solidarity Behaviour

Solidarity behaviour (SB) among employees is important in building a sense of community in organizations, particularly within a crisis context where adverse working conditions prevail. However, we have limited knowledge concerning how SB develops. Using the lens of social exchange theory, this study examines how top-down communication and employee voice relate to horizontal (employee to emplCoyee) SB. We conducted two comprehensive studies during the Greek economic crisis and found that the relationship between top-down employee communication and horizontal SB is mediated by employee voice. The paper extends our existing knowledge in the fields of management and human resource management by advancing our understanding of horizontal SB, highlighting the role of top-down employee communication as an effective human resource practice and delineating the role of employee voice in fostering workplace camaraderie in small and medium-sized enterprises under crisis.     

Analysis and Approximation of a JIT Production Line: A Comment

A recent Decision Sciences article by Jordan [9] presented a Markov-chain model of a just-in-time (JIT) production line. This model was used to estimate average inventories and production rates to find the optimal number of kanbans. Results for expected production rate were found to be consistently lower than those obtained by Huang, Rees, and Taylor [8] in a previous Decision Sciences article. Jordan attributed this unexpected outcome to some procedural problems in Huang et al.'s simulation methodology. In this paper, Markov-numerical analysis is used to compare the performance of Jordan's and Huang et al.'s methods of production control. Simulation analysis is then used to determine the effects of finite withdrawal cycle times. Results show that, for equal numbers of kanbans, Huang et al.'s two-card method of production control provides substantially greater expected production rates than Jordan's method. These results suggest that the Jordan model should not be applied to the problem of setting kanban numbers on manual JIT lines. Finally, we comment on the efficiency of Jordan's iterative method to obtain performance measures of tandem queues.