The Impact of Interacting with Older Adults with Dementia: Effecting Change in the Beliefs and Values of the Senior Nursing Students

­­­­­­­­­­­­­­­­­­­­­Forces are converging to create a perfect storm with regard to nursing care for the elderly, including those with Dementia. Forces include (a) an exponential growth of the population over 65, (b) a corresponding increase in persons who will be diagnosed with Dementia; (c) a shortage of Registered Nurses; (d) increasing numbers of unpaid, adult family caregivers who need caregiving relief; and (e) stigma toward the elderly that deters new graduates from choosing to work with them. The authors will first describe a collaboration between a non-profit respite program for individuals with early to mid- stage dementia in southeast, rural Georgia and a baccalaureate Community Health Nursing course. This model could be replicated in other settings and the audience will be encouraged to do so. Programming during the academic year is provided by senior Georgia Southern University – Statesboro campus student nurses under faculty supervision. The significance of this clinical is that it provides an opportunity to increase knowledge about the elderly with dementia and influence student attitudes toward caring for the elderly. Three semesters of student reflections about the value of the community clinical experience indicated changes in knowledge and more positive attitudes toward the elderly. These were graded assignments and thus susceptible to social desirability, i.e., “tell the professor what you think they want to hear so you get a good grade effect”. Therefore, the authors elected to pilot a 30-item, 5-point Likert scale survey instrument to measure student beliefs and values toward the elderly with dementia. The instrument was piloted, analyzed, revised, and administered again. The results of the pilot and subsequent revised instrument will be reported

Targeted Employee Retention: Performance-Based and Job-Related Differences in Reported Reasons for Staying

A content model of 12 retention factors is developed in the context of previous theory and research. Coding of open-ended responses from 24,829 employees in the leisure and hospitality industry lends support to the identified framework and reveals that job satisfaction, extrinsic rewards, constituent attachments, organizational commitment, and organizational prestige were the most frequently mentioned reasons for staying. Advancement opportunities and organizational prestige were more common reasons for staying among high performers and non-hourly workers, and extrinsic rewards was more common among low performers and hourly employees, providing support for ease/desirability of movement and psychological contract rationales. The findings highlight the importance of differentiating human resource management practices when the goal is to retain those employees valued most by the organization

Human resource systems and helping in organizations: A relational perspective

We propose linkages among human resource (HR) systems, relational climates, and employee helping behavior. We suggest that HR systems promote relational climates varying in terms of the motivation and sustenance of helping behavior, and we expect HR systems to indirectly influence the nature of relationships and the character of helping within organizations. By considering HR systems and their respective relational climates together, researchers can gain a better understanding of expectations and dynamics surrounding helping behavior

Coercive and legitimate authority impact tax honesty:Evidence from behavioral and ERP experiments

Cooperation in social systems such as tax honesty is of central importance in our modern societies. However, we know little about cognitive and neural processes driving decisions to evade or pay taxes. This study focuses on the impact of perceived tax authority and examines the mental chronometry mirrored in ERP data allowing a deeper understanding about why humans cooperate in tax systems. We experimentally manipulated coercive and legitimate authority and studied its impact on cooperation and underlying cognitive (experiment 1, 2) and neuronal (experiment 2) processes. Experiment 1 showed that in a condition of coercive authority, tax payments are lower, decisions are faster and participants report more rational reasoning and enforced compliance, however, less voluntary cooperation than in a condition of legitimate authority. Experiment 2 confirmed most results, but did not find a difference in payments or self-reported rational reasoning. Moreover, legitimate authority led to heightened cognitive control (expressed by increased MFN amplitudes) and disrupted attention processing (expressed by decreased P300 amplitudes) compared to coercive authority. To conclude, the neuronal data surprisingly revealed that legitimate authority may led to higher decision conflict and thus to higher cognitive demands in tax decisions than coercive authority.Austrian Science Fund (FWF) [24863-G1]; Austrian Economic Chamber (WKO)SCI(E)SSCIARTICLE71108-11171

Social interaction, co-worker altruism, and incentives

Social interaction with colleagues is an important job attribute for many workers. To attract and retain workers, managers therefore need to think about how to create and preserve high-quality co-worker relationships. This paper develops a principal-multi-agent model where agents do not only engage in productive activities, but also in social interaction with their colleagues, which in turn creates co-worker altruism. We study how financial incentives for productive activities can improve or damage the work climate. We show that both team incentives and relative incentives can help to create a good work climate

Missing Links: Referrer Behavior and Job Segregation

How does referral recruitment contribute to job segregation, and what can organizations do about it? Current theory on network effects in the labor market emphasizes the job-seeker perspective, focusing on the segregated nature of job-seekers’ information and contact networks, and leaves little role for organizational influence. But employee referrals are necessarily initiated from within a firm by referrers. We argue that referrer behavior is the missing link that can help organizations manage the segregating effects of referring. Adopting the referrer’s perspective of the process, we develop a computational model which integrates a set of empirically documented referrer behavior mechanisms gleaned from extant organizational case studies. Using this model, we compare the segregating effects of referring when these behaviors are inactive to the effects when the behaviors are active. We show that referrer behaviors substantially boost the segregating effects of referring. This impact of referrer behavior presents an opportunity for organizations. Contrary to popular wisdom, we show that organizational policies designed to influence referrer behaviors can mitigate most if not all of the segregating effects of referring