Objective. In this article, we investigate the third-person effect within the context of the decision by the New Orleans Times-Picayune in September 2012 to end daily print circulation in favor of a three-day-per-week publication schedule and online news offerings. Methods. We utilize original survey data based on 1,043 telephone interviews with respondents living in the greater New Orleans area, including 530 landline respondents selected via random digit dialing and 513 respondents randomly selected from available cellular telephone blocks. Results. We find evidence of a thirdperson effect on judgments about changes at The Times-Picayune. New Orleans area residents worry that the decline of information will negatively affect the ability of others to keep up with the news. We also show that the effects are contingent upon physical location. The greater the distance from New Orleans, the more pronounced concerns are about the effect of the loss of this daily information source on others in the community. Conclusions. To date, third-person effects have generally been studied within the context of enduring and established forms of communication, especially those viewed as having potential negative effects-politically biased messages, other forms of propaganda, and communication that could harm reputations. In this article, we extend this work to show third-person effects persist within the context of declining news coverage.

Purpose The purpose of this study is to synthesize the current turnover literature that has investigated the nonfinancial antecedents of turnover intention across generations. This paper provides an integrative and analytical review of prior empirical studies with two research questions: What nonfinancial factors influencing employee turnover have been empirically identified across different generations? and What generational commonalities and uniqueness exist among the turnover antecedents? Design/methodology/approach To identify nonfinancial antecedents of employee turnover, an integrative literature review that allows a systematic process of searching and selecting literature was conducted. While synthesizing the antecedents identified in the articles, the authors were able to categorize them at three different levels: individual, group and organizational Findings The authors discuss each antecedent according to three categories: individual, group and organizational levels. Based on the findings from the first research question, the authors further explore the commonalities and uniqueness among three generations (i.e. Millennials, Generation X and older workers). Originality/value This study found both generational commonalities and uniqueness in terms of turnover intention antecedents. Based on the findings of the study, the authors discuss how to facilitate these common factors across all generations as well as considering the factors unique to each generation. Differentiation within organizations regarding retention strategies should yield positive results for both employees and organizations.

While many studies investigate student leadership development in educational contexts or curriculum-based programs, little is known about the efficacy of leadership development programs that emerge in municipalities. This mixed methods case study explored the leadership development of participants in three nine-month youth leadership programs at a municipal-based prevention, treatment, and outreach center in the United States. Qualitative focus groups and quantitative surveys using the Student Leadership Practices Inventory (SLPI) were used to collect data at the beginning and end of the three programs along with a post-program evaluative survey. Findings from the qualitative and quantitative analyses are first presented individually and then expressed using a joint display table to visually represent the integrated results. Findings showed that the programs positively influenced participants' perceptions, characteristics, and behaviors as youth leaders in their communities. Participants not only indicated improvements in their leadership practices according to the SLPI from pre-to post-program, but also demonstrated more complex understandings of leadership and what it means to be a leader in one's community. These findings are useful for individuals and organizations planning student leadership development programs and should inform future research in the field.

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