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The purpose of this paper is to examine the role of yoga in the management of anxiety and depression, development of mindfulness and self-compassion and implications for mental health care delivery and mental health professionals, with a specific focus on nursing practice.

A search of electronic databases Scopus, CINAHL, EMBASE, Medline and Cochrane Library was undertaken.

There is growing research evidence supporting the use of yoga as an adjunct or combination therapy for the management of stress, anxiety and depression. Mindfulness has been indicated as a potential mechanism of change but needs further research. Health care professionals may play an important role in supporting consumers to engage in yoga as part of their mental health care.

Yoga research to date has been limited by methodological weaknesses including wide variation of yoga practices, styles and teaching methods; difficulties in double-blinding, suitable placebo-control; lack of randomised controlled trials and small sample sizes. The literature highlights that more high-quality yoga and mental health research is needed.

The paper introduces the potential role of yoga for anxiety and depression in the health care system and the role of mental health professionals in implementing and promoting holistic yoga-based therapies.

This paper proposes a yoga model for mental health and provides insight into a proposed new direction for future mental health care and the role of nursing practice and other mental health professionals.

Last decades scholars in the field of human resource management (HRM) have intensely examined the contribution of HRM to organizational performance. Despite their efforts, at least one major research shortcoming can be identified. In general, they have devoted far too little attention to an aspect of HRM potentially beneficial for organizational performance: worker participation, and especially its indirect or representative forms. In contrast, for academics embedded in the industrial relations tradition, worker participation is a prominent theme, even though less emphasized in its relationship with company objectives. One might defend traditional scholars' reservations by arguing that participations main goal concerns workplace democratization and not organizational prosperity. However, several writers state that industrial democracy involving worker participation can channel conflicts of interest between employees and employers and stimulate desired employee attitudes and behavior, consequently enhancing organizational performance (e.g., Gollan, 2006; Ramsay, 1991; Taras & Kaufman, 1999). And, indeed, several studies have shown positive effects of both direct participation (e.g., European Foundation for the Improvement of Living and Working Conditions, 1997) and indirect participation (e.g., Addison et al., 2000, 2003; Frick & Möller, 2003) on organizational performance.

Nevertheless, to date, the absence of an integrated model explaining the connection between worker participation and organizational performance leads to the following question that still is in need of an answer: how do direct and indirect forms of participation – separate as well as in combination – affect organizational performance? This chapter aims to contribute to the filling of the aforementioned knowledge gaps. In so doing, we focus on direct and indirect, nonunion participation on the firm level, using a Western European and especially Dutch frame of reference.

The purpose of this paper is to elicit the views of students on their experiences of being part of a doctoral community. In doing so, this paper will shed light on the success of doctoral schools and the degree to which students identify with the wider community of postgraduate researchers.

This research adopted an in-depth interview method based on interpretative phenomenological analysis (IPA).

The findings indicate that Higher Education still has some way to go before all students identify as being part of a doctoral school. The data suggest that significant differences exist between PhD and Doctor of Business Administration students on their perceptions of being part of a doctoral community.

This paper contributes to the growing corpus of work produced through IPA, and also provides insights into the development of a doctoral school.