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Systems in the natural resource industry vary in their tolerance of human errors. Such operations are open to fallible decisions resulting from the way in which the organization deals with information. Organizations must therefore improve on their ability to learn from incidents in order to reduce the frequency and severity of errors. Presents information on fallible decisions from the management and cognitive sciences, as well as major disasters (for example Challenger; Herald of Free Enterprise). Describes a framework for increasing organizational learning through incident analysis and presents a five‐step method for systematically analysing incidents.

The purpose of this paper is to propose a simple heuristic model that provides diagnostic capabilities and prevention insights.

The paper brings together findings from previous research including injury statistics from several industries to illustrate that the model's predicted results can be found in practice. This is a conceptual paper that applies a simple heuristic model to existing data. The model leads to an equation with four parameters: a rate of improvement reflecting prevention, a rate of deterioration reflecting obsolescence and lapsing of procedures and practices, an intrinsic limit reflecting technological capability, and a “viscosity” that adds the impact of management system malfunction to the technological limits and normal delays.

The model says that, on the average, injury rates decrease with time if the rate of rejection is greater than the rate of mortality. If “r”<“m” injury rates increase exponentially with time, and drastic results can follow. When “r”=”m” the model produces a constant rate of failure that will continue until something is done to increase “r” or decrease “m”. A constant rate of failure means that an apparent safety limit has been reached. Unless this corresponds to the technological limit, a constant rate means that some preventable failures are recurring with regularity: they risk being accepted as “hazards of the job”. Stable periods may be normal, but they can lead to complacency.

The heuristic power of the model is evident in that parameters and insights from applying it can help define prevention activities to reduce the rate of injury and, by implication, to lengthen operational periods between consecutive injuries.

The drum model can help managers understand the separate but related effects of technology and management on injury rates. The model can be used to seek prevention possibilities hidden in the aggregate data, and it can help the manager to use period data to identify areas or groups in need of help.

Describes an integrated model of error management which includes: the external environment; the corporate environment; the manager and the managed; incident management; inquiries; and, learning from errors. Includes classification of error types with examples. By understanding this model organizations can improve their ability to manage error.

Shift work can be seen as one of the many factors and conditions associated with the health, safety, and wellbeing of industrial workers. Social, cultural and emotional quality also deserves our attention on human aspects of shift work, because it concerns individuals’ physiology, psychology, genetic and family heritage, social and cultural traits, life style, and circadian rhythms. It is more likely to become apparent that intervening and local factors are related with human aspects of shift work that should be carefully considered in order to improve individuals’ performance, tolerance, familiarity with different shift schedule, family and social lives, as well as to control work‐related difficulties. To address this concern, this paper describes some intervening factors involved with human aspects of shift work in the context of a developing country, Bangladesh, with the aim of identifying local factors and situations in making shift work safe, healthier and productive.

The present data illustrate the effectiveness of utilizing theoretically guided models to develop consumer-based micro-segmentation strategies. The results provide marketers with a powerful discriminant function calculated from six variables to profile consumers and make informed decisions regarding promotional content and channel delivery to stimulate processing of marketing communication. The function also enables marketers to carve out casual, moderate, and loyal market segments with 74.3 per cent accuracy utilizing only 18 survey questions.

This article examines US official and public responses to the COVID-19 pandemic for insights into future policy and pubic responses to global climate change.

This article compares two contemporary global threats to human health and well-being: the COVID-19 pandemic and climate change. We identify several similarities and differences between the two environmental phenomena and explore their implications for public and policy responses to future climate-related disasters and disruptions.

Our review of research on environmental and public health crises reveals that though these two crises appear quite distinct, some useful comparisons can be made. We analyze several features of the pandemic for their implications for possible future responses to global climate change: elasticity of public responses to crises; recognition of environmental, health, racial, and social injustice; demand for effective governance; and resilience of the natural world.

This paper examines public and policy responses to the coronavirus pandemic for their implications for mitigating and adapting to future climate crises.

Linkages between downsizing, job insecurity, and negative employee outcomes have been established, but little is known about the impact they have on interns who observe them. This article aims to examine the relationship between interns' exposure to downsizing and job insecurity and their ongoing workplace perceptions and expectations.

Two studies analyze the negative workplace experiences that influence interns' vocational socialization and pre‐employment schemata. Study 1 surveyed 96 students interning in the United States and Australia, and Study 2 surveyed 100 interns in the United States. Linear regressions were used to test hypotheses.

Study 1 reveals that interns at organizations with low employee morale, previous downsizing, and job insecurity are pessimistic about the organization in which they interned and the typical organizational culture. Study 2 indicates that interns exposed to job insecurity expect less trust and support in future employment relationships.

Data were collected using self‐report surveys, and may also reflect a uniquely American perspective. Future research should be conducted in additional locations, utilizing a longitudinal approach and various data collection methods.

These studies provide insight into the influence negative internship experiences may have on interns' future workplace and job expectations.

While a return to work following trauma exposure can be therapeutic, this is not always so. As with many topics related to traumatic stress in organizations, several contingency factors complicate the effort to draw an overarching conclusion about whether returning to work is therapeutic. The purpose of this paper is to present important determinants of whether work is therapeutic or triggering for those with traumatic stress conditions. The need for contingency approaches in the study of traumatic stress in organizations is illustrated.

Literature on traumatic stress in organizations is reviewed.

Three of the key determinants of whether a return to work is therapeutic or triggering for traumatic stress sufferers are trauma-type contingencies, condition-type contingencies and work-setting contingencies. For instance, human-caused and task-related traumas are more likely than natural disasters to make a return-to-work triggering. Additionally, the time since developing a traumatic stress condition is inversely related to the degree of improvement in that condition through the experience of working. Moreover, managerial actions can affect how therapeutic an employee’s return to work is.

These findings suggest the challenges of reintegrating a traumatized employee to the workplace can be highly situation-specific. Careful consideration of the traumatic event suffered by each traumatic stress victim, their traumatic stress condition, and the work setting to which they would return are recommended.

Promoting mental health in organizations can contribute to employers’ social performance.

Examination of the factors that complicate predicting whether work is therapeutic posttrauma demonstrates how contingency approaches can advance research on trauma in organizations.