The metabolic effects of severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) infection on human blood plasma were characterized using multiplatform metabolic phenotyping with nuclear magnetic resonance (NMR) spectroscopy and liquid chromatography–mass spectrometry (LC-MS). Quantitative measurements of lipoprotein subfractions, α-1-acid glycoprotein, glucose, and biogenic amines were made on samples from symptomatic coronavirus disease 19 (COVID-19) patients who had tested positive for the SARS-CoV-2 virus ( n = 17) and from age- and gender-matched controls ( n = 25). Data were analyzed using an orthogonal-projections to latent structures (OPLS) method and used to construct an exceptionally strong (AUROC = 1) hybrid NMR-MS model that enabled detailed metabolic discrimination between the groups and their biochemical relationships. Key discriminant metabolites included markers of inflammation including elevated α-1-acid glycoprotein and an increased kynurenine/tryptophan ratio. There was also an abnormal lipoprotein, glucose, and amino acid signature consistent with diabetes and coronary artery disease (low total and HDL Apolipoprotein A1, low HDL triglycerides, high LDL and VLDL triglycerides), plus multiple highly significant amino acid markers of liver dysfunction (including the elevated glutamine/glutamate and Fischer’s ratios) that present themselves as part of a distinct SARS-CoV-2 infection pattern. A multivariate training-test set model was validated using independent samples from additional SARS-CoV-2 positive patients and controls. The predictive model showed a sensitivity of 100% for SARS-CoV-2 positivity. The breadth of the disturbed pathways indicates a systemic signature of SARS-CoV-2 positivity that includes elements of liver dysfunction, dyslipidemia, diabetes, and coronary heart disease risk that are consistent with recent reports that COVID-19 is a systemic disease affecting multiple organs and systems. Metabolights study reference: MTBLS2014.

The psychometric properties of the DASS were sound in clinically depressed samples, but the Depression Scale exhibited a ceiling effect that could not be resolved with minor changes to the scale. Suggestions for revisions of the DASS are made.

SummaryIn this paper, we seek to account for modest and inconsistent empirical support for a positive relationship between team autonomy and team performance by proposing that team task uncertainty impacts on team performance and moderates the impact of increased autonomy. Task uncertainty is defined in terms of a team's lack of prior knowledge about which operational problems will arise when, and the best way of dealing with them. Results from a longitudinal field study of 17 wastewater treatment teams showed that higher levels of task uncertainty were initially associated with reduced performance, assessed in terms of the quality of treated effluent produced by the teams. An intervention designed to enhance team autonomy led to general improvements in team performance, though moderated by team task uncertainty. Under conditions of enhanced team autonomy, a positive relationship emerged between task uncertainty and team performance.

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Recent research has suggested that a six‐dimensional model of personality called the HEXACO framework may have particular value in organizational settings because of its ability to predict integrity‐related outcomes. In this series of studies, the potential value of the HEXACO factor known as Honesty‐Humility was further examined. First, the empirical distinctness of this construct from the other major dimensions of personality was demonstrated in a high‐stakes personnel selection situation. Second, Honesty‐Humility was found to predict scores on an integrity test and a business ethical decision‐making task beyond the level of prediction that was possible using measures based on a traditional Big Five model of personality. This finding was also observed when Honesty‐Humility was assessed by familiar acquaintances of the target persons. The applicability of the HEXACO model within industrial and organizational psychology was then discussed.