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Paramedics' work environment is constantly changing and unpredictable. Controlling environmental risks is difficult for the HR department and requires support of external systems such as unions and policymakers. Acknowledging environmental complexity, and the interaction of external systems, this study examines how the HRM system manages and responds to violence against paramedics.

Data were collected from three Australian state ambulance services. Detailed accounts from 72 semi-structured interviews are supplemented by 1,216 phone surveys demonstrating the prevalence of assault.

Reporting very high levels of assault against paramedics from the survey data, the authors discuss situational risk factors identified by interviewees in the immediate physical environment and broader social context. The authors detail HRM practices adopted by each case and identify how gaps in the HRM system are addressed by other external, industry-level and state/federal-level systems in a multi-layer response to assault against paramedics.

Identification of individual and situational risk factors and consequences for paramedics enables more targeted prevention, intervention and response. Young and less experienced paramedics are perceived to be at greater risk of assault. Importance of HRM practices particularly de-escalation training is highlighted. Gaps in HRM system require external input, particularly via law enforcement and public education.

This study adopts a holistic and contextualised perspective of HRM to improve understanding of violence against paramedics at work. Combining open systems and multi-stakeholder approaches, the authors adapt Beer et al.'s (1984) seminal Harvard Model of HRM. The authors propose a conceptual map which illustrates relationships between situational risks, key systems, HRM practices and outcomes.

The purpose of this paper is to identify possible agents and levers to trigger the development and implementation of work place health promotion programs (WHPPs) in the Australian construction industry. Unlike most large workplaces and most high-risk workplaces, these programs are rarely found in the construction sector.

Qualitative interviews with 80 trades workers and site-based and off-site construction managers are used to reveal perceptions of the impact of WHPPs and ill-health and poor health behaviors on site activities with a view to identifying leverage points to introduce WHPPs in construction.

Unhealthy lifestyle behaviors are seen as impacting on sites in three main ways: productivity (broadly defined), safety and interpersonal relations. Results also reveal specific roles and levers for different actors in the supply chain and a clear desire for a collective, industry-based response to identified health problems.

High levels of chronic diseases in the construction industry means firms within the sector must make a concerted attempt to change patterns of behavior or face significant long-term health implications for their workforce. Reducing levels of health and longevity of the workforce, mean work performance, productivity and participation is likely to decline.

Although construction workers are recognized as one of the workforces at most risk for life limiting diseases such as Type 2 diabetes and cardiovascular disease, relatively little work has investigated health and well-being considerations for construction workers. This study contributes by investigating possible levers and agents to create healthier workplaces in construction.

Exposure to high-trauma work has been associated with negative outcomes for individuals and organisations. Support for these employees can buffer and protect against mental health problems. Frontline managers (FLMs) are well placed to provide for employee support needs but are often not effective in doing so. The purpose of this paper is to identify and understand barriers to provision of four different types of social support as identified by House (1981) by FLMs to employees in a high-trauma workplace.

This qualitative study investigates three Australian ambulance service organisations, including 72 interviews.

Nine barriers to support are identified that can obstruct the provision of optimum employee support. These relate to the FLM themselves, the workplace context and employee-centric factors.

This paper is a single industry case study; further complexity may exist in other high-trauma industries. Future research should consult policy makers to develop strategies to address the barriers to FLM support.

FLMs are critical support persons as they are well placed to provide many employee support needs. Emotional support is the foundation for facilitating all other types of support to employees but results here indicate it is often lacking for workers in high-trauma workplaces for a range of individual and organisational barriers that operate in isolation and combined.

This paper juxtaposes House’s (1981) support framework with study findings to provide a model of the barriers to optimal employee support. This model contributes to a reconceptualisation of the relationship between employee and direct manager that is particularly pertinent for high-trauma contexts.

There is a long line of human resource management and employee relations research that points to the important function that line managers play within organisations. The purpose of this paper is to focus on the level of line manager closest to the employees, the front-line manager (FLM), to understand the role they play in informal voice pathways.

The research project from which these data are drawn is of mixed method design in a multi-site case study organisation. The organisation is a quasi-military, public sector organisation with around 2,000 front-line employees. While this paper focuses primarily on one aspect of data collection, survey results are provided to allow a deeper contextual understanding while the qualitative data progresses the theoretical contribution.

The findings suggest that the FLMs play an important role in informal voice, however, the context of a strong and militant union means that the power dimension is different from previous studies into informal voice that have been conducted in the poorly unionised hospitality sector. In this context, informal voice with the FLM becomes just one pathway for employees to take when raising issues.

The single case study used is an exceptional case, therefore, has limited generalisability, nevertheless it does provide the opportunity to progress the theoretical understanding of voice pathways.

This paper has originality in that the research focus is the role of FLMs in informal voice in an organisation that is strongly unionised and militant. It provides a conceptual development of employee voice pathways that can be further developed and tested in the future.

This chapter discusses the application of community informatics (CI) principles in the rural Southern and Central Appalachian (SCA) region to further the teaching of information and communication technologies (ICT) literacy concepts in courses that formed part of two externally funded grants, “Information Technology Rural Librarian Master’s Scholarship Program Part I” (ITRL) and “Part II” (ITRL2), awarded by the Institute of Museum and Library Services’ (IMLS) Laura Bush 21st Century Librarian Program to the School of Information Sciences (SIS) at the University of Tennessee (UT).

The chapter documents ICT use in ITRL and ITRL2 to extend librarian technology literacy training, allowing these public information providers to become change agents in the twenty-first century. It discusses aspects of CI that influenced these two projects and shaped the training of future rural library leaders embedded in traditionally underrepresented areas to further social justice and progressive changes in the region’s rural communities.

The chapter demonstrates the role that CI principles played in the context of ITRL and ITRL2 from project inception to the graduation of the rural librarians with examples of tangible IT services/products that the students developed in their courses that were directly applicable and tailored to their SCA contexts.

ITRL and ITRL2 provided a unique opportunity to apply a CI approach to train information librarians as agents of change in the SCA regions to further economic and cultural development via technology and management competencies. These change agents will continue to play a significant role in community building and community development efforts in the future.