Acknowledges that the subject of occupational stress has become a major workplace issue. Suggests that employers may expect training and development specialists to play an increasingly prominent role in tackling stress within the workplace. Identifies a general lack of a consensus about the nature and causes of stress. Illustrates this point by investigating perceptions of occupational stress, as outlined in information dissemination by trade unions and employers' organisations. Uses core HR activities to provide examples of how different perspectives of occupational stress can be identified. Highlights that training and development specialists can play an important role in ensuring that a balanced and eclectic approach to occupational stress is adopted in the workplace.

SummarySingle-use supraglottic airway devices are now available and are intended to be comparable with the reusable LMA Classic TM laryngeal mask airway. We performed a randomised cross-over study comparing the Ambu Ò AuraOnce TM Laryngeal Mask with the LMA Classic. Fifty patients participated in the trial. Success rates for insertion at the first attempt were similar (92% with the Ambu and 84% with the LMA Classic; p ¼ 0.22). The volumes of air required to inflate the cuff to produce a seal were similar, but the cuff pressure was lower for the Ambu Laryngeal (73-93 [26-97]) mm for the ) for the LMA Classic (p ¼ 0.017). Complications were similar in both groups. We suggest that the disposable Ambu Laryngeal Mask is an acceptable alternative to the reusable LMA Classic.

There was a large variation in both performance and satisfaction between anaesthetists with each design. This highlights the importance of having a variety of face masks available for emergency use.

No abstract

PurposeThis is the first of two papers that concern employee engagement, this one aims to review the literature and the second, to be in the next edition, aims to look at a detailed study at a large UK motor vehicle retailer the RRG Group.Design/methodology/approachThe aim was to assess the main factors encouraging or preventing employee engagement, with specific reference to those employed within certain branches. The methods used were: assessing the qualitative data through attitudinal surveys, analyzing complete customer satisfaction (CCS) scores and telephone interviews with former employees.FindingsResearch suggests that employees are fairly constant in how involved they are in their jobs and organizations, or how alienated they have become. However, it is more realistic to assume that reactions to work fluctuate over a period of time. The link between employee engagement and work performance is explored.Practical implicationsThe second part will, in the next edition, discuss with reference to research in the motor retail sector the key role of management in creating and maintaining an engaged workforce.Originality/valueThe fluctuating nature of engagement is explored in the context of the management role in enhancing work performance.