Background: This study investigated the association between presenteeism and the perceived availability of social support among hospital doctors in China. Methods: A questionnaire was administered by doctors randomly selected from 13 hospital in Hangzhou China using strati ed sampling. Logit model was used for data analysis. Results: The overall response rate was 88.16%. Among hospital doctors, for each unit increase of the perceived availability of social support, the prevalence of presenteeism was decreased by 8.3% (OR=0.91, P=0.000). In particular, if the doctors perceived availability of appraisal support, belonging support and tangible support as su cient, the act of presenteeism was reduced by 20.2% (OR=0.806, P=0.000) 20.4% (OR=0.803, P=0.000) and 21.0% (OR=0.799, P=0.000) respectively with statistical differences. Conclusion: In China, appraisal support, belonging support and tangible support, compared to other social support, had a stronger negative correlation with presenteeism among hospital doctors. The bene ts of social support in alleviating doctors' presenteeism warrant further investigation.

PurposeThe purpose of this paper is to integrate existing body of knowledge on evidence‐based management, develop a theory of evidence, and propose a model of evidence‐based decision making.Design/methodology/approachFollowing a literature review, the paper takes a conceptual approach toward developing a theory of evidence and a process model of decision making. Formal research propositions amplify both theory and model.FindingsThe paper suggests that decision making is at the heart of management practice. It underscores the importance of both research and experiential evidence for making professionally sound managerial decisions. It argues that the strength of evidence is a function of its rigor and relevance manifested by methodological fit, relevance to the context, transparency of its findings, replicability of the evidence, and the degree of consensus within the decision community. A multi‐stage mixed level model of evidence‐based decision making is proposed with suggestions for future research.Practical implicationsAn explicit, formal, and systematic collaboration at the global level among the producers of evidence and its users akin to the Cochrane Collaboration will ensure sound evidence, contribute to decision quality, and enable professionalization of management practice.Originality/valueThe unique value contribution of this paper comes from a critical review of the evidence‐based management literature, the articulation of a formal theory of evidence, and the development of a model for decision making driven by the theory of evidence.

The present study examined the relationship of shiftwork and department-type with employees' job stress, stressors, work attitudes and behavioral intention. Data were collected by means of a structured questionnaire from nurses ( N = 1 148) working in eight hospitals in a large, metropolitan city in eastern Canada. One-way ANOVA, MANOVA and two-way ANOVA were used to analyze data. Results generally support the prediction that nurses working on fixed shifts were better off than nurses working on rotating shifts in terms of the dependent variables of the present study. The prediction that nurses working in non-intensive care departments were better off than nurses working in intensive care departments received mixed support at best. A few interaction effects of shiftwork x department-type on dependent variables were also noted,The impact of socio-demographic variablesage, marital status, cultural background (English-versus French-speaking) -on the above relationships were also analyzed, Results are discussed in light of the previous empirical evidence on shiftwork and departmen t-type.

No abstract

No abstract