This study aimed to investigate the epidemiological features of HIV-infected subjects co-infected with HBV/HCV in Fujian Province, southeastern China, and identify the risk factors. Blood samples were collected from 2,028 HIV antibody-positive subjects in Fujian Province. Serum HBsAg and anti-HCV antibody were detected, and CD4 T cell count was measured. Of the 2,028 subjects, the prevalence of HIV-HBV, HIV-HCV, and HIV-HBV-HCV co-infections was 16.22%, 3.7%, and 0.79%, respectively. Man (OR = 1.912, 95% CI: 1.371-2.667), key population (OR = 0.756, 95% CI: 0.57-0.976) and detainee (OR = 0.486, 95% CI: 0.259-0.909) were risk factors of HIV-HBV co-infection, and man (OR = 2.227, 95% CI: 1.096-4.525), minority (OR = 5.04, 95% CI: 1.696-14.98), junior high school or lower education (OR = 2.32, 95% CI: 1.071-5.025), intravenous drug use (OR = 38.46, 95% CI: 11.46-129.11) and detainee (OR = 5.687, 95% CI: 2.44-13.25) were risk factors of HIV-HCV co-infection. In addition, a lower mean CD4 T cell count was measured in HIV/HBV and HIV/HCV co-infected subjects than in HIV-infected subjects among the untreated individuals, while in the treated populations, a higher mean CD4 T cell count was detected in HIV/HBV and HIV/HCV co-infected subjects than in HIV-infected subjects. HIV co-infection with HBV or HCV, notably HIV-HBV co-infection, is widespread in southeastern China. Hepatitis virus screening should be included in monitoring of HIV infection, and HIV and hepatitis virus co-infection should be considered during the development of HIV antiretroviral therapy scheme. J. Med. Virol. 89:443-449, 2017. © 2016 Wiley Periodicals, Inc.
Employee recognition, an incentive approach often used in management practice, plays an important role in organizations. In comparison to other incentive methods, employee recognition does not focus on the amount of money and material, but it does recognize employees and their achievements and values in the workplace. We would like to reveal the outcome and emotional mechanism of employee recognition in this work. Based on the broaden-and-build theory, we explored the role of the emotion pride on the relationship between employee recognition with task performance and OCB. Using a cross-section sampling approach, 256 valid questionnaires from 58 groups by the leader-member dyad method were collected. SPSS20.0 and Amos21.0 were used to perform the data analysis and verify the hypothesis. The results showed that: (1) Employee recognition has a significantly positive effect on task performance and OCB. (2) Authentic pride mediates the relationship between employee recognition with (a) task performance and (b) OCB. (3) Hubristic pride positively moderates the relationship between employee recognition with (a) task performance and (b) OCB. In conclusion, this study reveals the emotional response and behavioral results of employee recognition by focusing on the role of pride in the path of employee recognition with task performance and OCB.
Enabling people to send and receive short text-based messages in real-time, instant messaging (IM) is a communication technology that allows instantaneous information exchanges. The development of technology makes IM communication widely adopted in the workplace, which brings a series of changes for modern contemporary working life. Based on the conservation of resource theory (COR), this paper explores the mechanism of workplace IM communication on employees’ psychological withdrawal, and investigates the mediating role of work engagement in the relationship and the moderating role of self-control. Using the experience sampling method (ESM), a 10-consecutive workdays daily study was conducted among 66 employees. By data analysis of 632 observations using SPSS and HLM, results found that: (1) IM demands had a positive relation with emotion and cognitive engagement. (2) Emotion and cognitive engagement were negatively correlated with psychological withdrawal. (3) Emotion and cognitive engagement mediated the relations of IM demands and psychological withdrawal. (4) Self-control moderated the relationship between emotional engagement and psychological withdrawal.
Instant Messaging is widely used in people’s daily life because of its convenience and timeliness. People have to deal with this communication almost every day. At present, most of the researches focuses on the instant messages of the receiver, but rarely explores the perspective of the sender. Based on the conservation of resources theory, we propose a model that initiates communication indirectly affects one’s own follow-up helping behavior. The results showed that (a) Instant Message sent has a positive correlation with perceived work goal progress; (b) Perceived work goal progress mediates the relationship of Instant Message sent and helping; (c) The mediating effect of perceived work goal progress on the relationship between Instant Message sent and helping will be moderated by the usefulness of reply. Our study builds a framework to explain how sent instant messages can increase helping via perceived goal progress, broaden the knowledge of Instant Messaging and helping. The practical implications are further discussed.
Employee recognition, an incentive method widely used in management practice, plays an important role in the organization. Although extant studies have confirmed its effectiveness, little attention has been paid to its spillover effect. Based on the Social Cognitive Theory and Affective Events Theory, this study argues that employee recognition encounter can trigger cognitive and behavioral reactions. Through perceived organizational justice and workplace wellbeing, a chain-mediating effect connects witnessing employee recognition to work engagement. This research adopts the empirical research method by asking the participants to do the weekly survey (four times in 1 month), and 258 samples are collected. Using SPSS20.0 and its PROCESS macro module, hypotheses are tested. The results indicate (1) employees who witness leaders’ recognition of colleagues will (a) perceive higher organizational justice and (b) be more engaged in work. (2) Perceived organizational justice will mediate the positive relationship between employee recognition encounters with (a) workplace wellbeing and (b) work engagement. (3) Perceived organizational justice and workplace wellbeing will have a chain-mediating effect in the path of employee recognition encounter and work engagement. The results provide both practical and theoretical contribution to employee recognition.
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