Cannabinoid Receptor Involvement in Stress-Induced Cocaine Reinstatement: Potential Interaction with Noradrenergic Pathways

This study examined the role of endocannabinoid signaling in stress-induced reinstatement of cocaine seeking and explored the interaction between noradrenergic and endocannabinergic systems in the process. A well-validated preclinical model for human relapse, the rodent conditioned place preference assay, was used. Cocaine-induced place preference was established in C57BL/6 mice using injections of 15 mg/kg cocaine. Following extinction of preference for the cocaine-paired environment, reinstatement of place preference was determined following 6 min of swim stress or cocaine injection (15 mg/kg, i.p.). The role of endocannabinoid signaling was studied using the cannabinoid antagonist AM-251 (3 mg/kg, i.p.). Another cohort of mice was tested for reinstatement following administration of the cannabinoid agonist CP 55,940 (10, 20, or 40 μg/kg, i.p.). The alpha-2 adrenergic antagonist BRL-44408 (5 mg/kg, i.p.) with or without CP 55,940 (20 μg/kg) was administered to a third group of mice. We found that: (1) AM-251 blocked forced swim-induced, but not cocaine-induced, reinstatement of cocaine-seeking behavior; (2) the cannabinoid agonist CP 55,940 did not reinstate cocaine-seeking behavior when administered alone but did synergize with a non-reinstating dose of the alpha-2 adrenergic antagonist BRL-44408 to cause reinstatement. These results are consistent with the hypothesis that stress exposure triggers the endogenous activation of CB1 receptors and that activation of the endocannabinoid system is required for the stress-induced relapse of the mice to cocaine seeking. Further, the data suggest that the endocannabinoid system interacts with noradrenergic mechanisms to influence stress-induced reinstatement of cocaine-seeking behavior

The 4/4 Work Schedule: Impact On Employee Productivity And Work Attitudes In A Continuous Operation Industry

This study compared the productivity and work attitudes of employees on a 6/2 work schedule (n=66) to employees on a 4/4 work schedule (n=132) in four continuous operation facilities.  Findings suggest that employees on the 4/4 work schedule were more productive, had better attitudes toward the job itself, and were generally found to have more favorable co-worker attitudes.  Researchers suggest that if attempting to implement this work schedule, management should consider that the schedule is favored by younger workers and by women.  The authors suggest further research is needed to determine which types of jobs and operations would especially benefit from the 4/4 work schedule and to determine the effect that length of time on the schedule might have on employee productivity and attitudes

Making Or Buying Employees: The Relationship Between Human Resources Policy, Business Strategy And Corporate Restructuring

This study used cross level data from two different levels of management to examine the relationship between human resources policy, business strategy and corporate restructuring activities. The results suggested that corporate restructuring activities, not business strategy, accounted for a significant proportion of variance in the career patterns of managers. Organizations that had experienced more restructuring in the form of cutbacks in operations, reductions in force, voluntary terminations, and reorganizations had a remaining work force that had an external labor market orientation. These results challenge the theory of Miles & Snow (1984) and Sonnenfeld and Peiperl (1988) that suggests an organizations business strategy should be reflected in human resource policy

Increasing global competitiveness through effective people management

An overall goal of improving global competitiveness is the imperative under which managers strategically guide their organizations today. Any process or function that enables organizations to gain a competitive advantage on a global scale is therefore considered valuable to those at the helm. Through our research on 60 of the world's top multinational organizations, we found that the effective management of the people side of global business does, in fact, pay dividends in stronger bottom lines.

The Interaction Of Implied Contracts And Organizational Turbulence With Managers Base Pay

This study sampled 403 managers from 20 Fortune 500 companies to investigate whether there is a relationship between the type of implied contracts existing in an organization and the salary increases managers receive following periods of organizational turbulence. We hypothesized that after a period of turbulence, organizations which offer relational implied contracts to their managers (compared to transactional implied contracts) would reward these managers with larger base pay increases to compensate them for their loss of job security. A competing hypothesis based on traditional economic theory was also tested. The results support our hypotheses. We also examine the relation of implied contracts with base pay, regardless of the level of organizational turbulence

Women and international assignments: the impact of supervisor-subordinate relationships

During the past two decades, more and more organizations have been going global, and, as a result, more and more employees are being sent on international assignments. For the most part, though, the percentage of females being sent on these assignments is much lower than the percentage of males. Several recent studies have suggested that the supervisor-subordinate relationship might be a critical determinant of who gets selected for expatriate assignments. To explore this issue in some detail, the leader-member exchange (LMX) model is used to examine the link between supervisor-subordinate relationships and selection for international assignments. Strategies that female employees can use to improve their chances of being sent on international assignments are also suggested.

Why are women left at home: are they unwilling to go on international assignments?

Increasing numbers of women may be climbing the corporate ladder, but when it comes to sending managers on overseas assignments, women are staying home. Is it that women are not interested in international careers, that for some reason companies are reluctant to send women abroad, or that women in foreign countries experience prejudice that prevents them from being effective on their jobs? Our results, based on an extensive survey of female expatriates and their supervisors, indicate that the key may lie in the significantly different views the women and their supervisors hold on the women's interest in pursuing international assignments and in their expectations concerning the prejudice they are likely to encounter. In short, these parties typically do not openly discuss the issues surrounding this important management decision. In addition to presenting the results of our survey, this article discusses strategies to encourage companies to consider women for international assignments and that women can use to increase their chances of being considered. It also presents suggestions for future research.