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It is argued that the behaviour of organizational members is influenced to a large extent by characteristics of their work settings. Furthermore, since individuals must change their behaviour in order for organizational improvement to occur, planned organizational change can be viewed as an attempt to change organizational work setting characteristics such that individuals will adopt new, desirable behaviours. Based on these premisses, explores the relationship between organizational work settings and behaviour. In particular, three work setting features that are often the target of intervention activity – goals, managerial behaviour, and job designs – are examined regarding their relationships with a set of employee behaviours relevant to planned organizational change and, potentially, organizational performance. Only goals demonstrate a significant relationship with the frequency of these behaviours. Furthermore, the three work setting variables do not appear to have an interactive effect on behaviour. Consistency in behaviour is found to be related to the extent to which important dimensions of the work setting variables are congruent with each other. Implications for future research are discussed.

This paper aims to provide an overview of the literature concerning distributed leadership and organisational change. The main purpose of the paper is to consider the empirical evidence that highlights a relationship between distributed leadership and organisational outcomes.

The paper draws on several fields of enquiry, including organisational change, school effectiveness, school improvement and leadership. It systematically analyses the evidence in each field and presents a synthesis of key findings.

The evidence shows first, that there is a relationship between distributed leadership and organisational change, second, that there is evidence to suggest that this relationship is positive and third, that different patterns of distribution affect organisational outcomes.

The significance and originality of this paper lies in the fact that it: takes a normative position on distributed leadership and is chiefly concerned with the question of organisational impact; demonstrates the importance and necessity of further research about the way in which distributed leadership influences organisational outcomes; and acknowledges the methodological challenges in conducting research on distributed leadership but argues that such research will make a significant contribution to knowledge and theory generation in the leadership field.

INTRODUCTION Performance appraisal and review, sometimes also referred to as merit rating, staff appraisal, or personnel assessment (although these terms are by no means synonymous), is a process in which “bosses” regularly evaluate and report on the performance, attainments, abilities, potential for future development and other qualities of their organisational subordinates.

Evaluation and development of personnel in the materials management area is a major concern for today′s growth‐oriented organisations. A model is provided for evaluating both the routine and non‐routine areas of employee responsibilities and an effective behaviourally oriented approach to developing individuals is presented. It is recognised by the model that the potential aspect of a strict objective‐based performance appraisal system is negative and the concept of a behavioural filter designed to provide the proper developmental focus for encouraging change in employee performance is introduced.

Resource constraints at all levels of the criminal justice system as well as the lack of a widely accepted, validated screening scale have made it difficult to screen adequately for serious mental illnesses (SMI) in offender populations. This study examined the use of the K6 scale, a recently developed and validated screening tool for SMI, using a sample of past-year arrestees. Among the main findings were that 18% of the sample screened positive for SMI. In contrast, commonly used screening questions misidentified a large proportion of arrestees with SMI. Based on these findings, we recommend the use of K6 scale to more accurately identify offenders with SMI.