Objective To assess the acceptability and safety of a minor illness service led by practice nurses in general practice. Design Multicentre, randomised controlled trial. Setting 5 general practices in south east London and Kent representing semi-rural, suburban, and urban settings. Participants 1815 patients requesting and offered same day appointments by receptionists. Intervention Patients were assigned to treatment by either a specially trained nurse or a general practitioner. Patients seen by a nurse were referred to a general practitioner when appropriate. Main outcome measures The general satisfaction of the patients as measured by the consultation satisfaction questionnaire. Other outcome measures included the length of the consultation, number of prescriptions written, rates of referral to general practitioners, patient's reported health status, patient's anticipated behaviour in seeking health care in future, and number of patients who returned to the surgery, visits to accident and emergency, and out of hours calls to doctors. Results Patients were very satisfied with both nurses and doctors, but they were significantly more satisfied with their consultations with nurses (mean (SD) score of satisfaction 78.6 (16.0) of 100 points for nurses v 76.4 (17.8) for doctors; 95% confidence interval for difference between means − 4.07 to − 0.38). Consultations with nurses took about 10 minutes compared with about 8 minutes for consultations with doctors. Nurses and doctors wrote prescriptions for a similar proportion of patients (nurses 481/736 (65.4%) v doctors 518/816 (63.5%)). 577/790 (73%) patients seen by nurses were managed without any input from doctors. Conclusion Practice nurses seem to offer an effective service for patients with minor illnesses who request same day appointments.

a b s t r a c tIn this study, we investigate how hospitality companies can promote incremental and radical innovation through human resource management practices (i.e., selection and training). Data from 196 independent hotels and restaurants operating in the People's Republic of China show that hiring multi-skilled core customer-contact employees and training core customer-contact employees for multiple skills both have significant and positive effects on incremental and radical innovation among hotel and restaurant companies. The two human resource management practices are also found to have a negative joint impact on incremental but not radical innovation. The implications for promoting innovation in hospitality companies are discussed.

A critical omission in the coworker influence literature is how a coworker influences a closely related (focal) employee's job performance behaviors and whether this influence is contingent on that coworker's own behaviors. By integrating social information processing and social cognitive theories with social exchange and role theories, we hypothesize that there are, at least, three distinct types of coworker dyadic influence. Accordingly, we develop and test a moderated mediation model to explicate such influence. Two multi-source, field-design studies conducted in Hong Kong supported the modeled relationships in that employee role ambiguity partially mediated the relationships between coworker-employee exchange (CEX) and two types of employee job performance behaviors-task performance and organizational citizenship behavior (OCB). Furthermore, coworker OCB fostered employee job performance behavior both directly and interactively, acting as a moderator to weaken the relationships between employee role ambiguity and the two types of job performance behaviors.