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Biomedical subjects

H M Trice

Publications and source records attributed to H M Trice.

17 recordsLinked to original sources
PubMed1990

On the construction of drinking norms in work organizations.

Alcohol abuse and dependence is the result of multiple risk factors. Although this article focuses primarily on workplace risk factors, it discusses them within a framework of biological, psychological, familial, social class and sociocultural risks, and argues that a comprehensive explanation of alcohol problems must encompass all of these factors. In addition, the article argues that by constructing drinking norms, especially within the context of the workplace, these risks may be contained and reduced. Consequently, the article also reviews data on the workplace strategy of constructive confrontation and calls for research on similar interventions for containing risks from outside the workplace.

Accidents, Occupational↗
PubMed1989

A sociocultural history of Alcoholics Anonymous.

Alcoholics Anonymous (AA) has not only helped numerous alcoholics, it has also influenced the current generation's view of, and response to, the alcoholic. This chapter describes the emergence of AA and analyzes its successful growth. During the period of reduced alternatives for helping the alcoholic, AA began and soon flourished, helped by favorable publicity, committed members, and AA publications. We argue that its founder, Bill W., played a crucial role as a charismatic leader and that AA found a unique organizational solution to the problem of charismatic succession, a solution that helped AA maintain growth and stability beyond the life of its founder. This chapter also reviews the social response to AA including early research on AA, the generally favorable response to AA, criticism of AA, and the widespread imitation of AA by other problem area groups.

Alcoholics Anonymous↗
PubMed1988

Constructive confrontation and other referral processes.

Constructive confrontation is a workplace strategy used to identify alcoholic employees and motivate them to change their behavior, either with their own resources or with the counseling services provided by employee assistance programs. This paper describes the strategy's use by supervisors, peers, unions, and occupational groups, and it reviews the effectiveness of the evaluation research. The paper concludes with a discussion of "self-referral" in employee assistance.

Alcoholism↗
PubMed1984

Work-related outcomes of the constructive-confrontation strategy in a job-based alcoholism program.

Most job-based alcoholism policies and programs incorporate a strategy of constructive confrontation. Data from two national samples of over 600 managers in a large corporation were collected to assess the effectiveness of this strategy with both problem drinkers and other problem employees. Results showed that supervisors of problem drinkers took more actions than did supervisors of employees with other problems. Work performance of problem-drinking employees improved more than that of other problem employees. Oral discussions containing both constructive and confrontational topics were positively associated with employees accepting help and with better work performance following intervention for both samples of employees. However, more severe forms of discipline--written warnings, suspensions or discharges--were negatively associated with work performance following intervention in both samples. The results suggest that (1) the strategy is most effective when repeated discussions balance both constructive and confrontational elements, and (2) the presence of the alcoholism policy encouraged supervisors to take more actions with problem drinkers, legitimated those actions and made the threat of discipline more credible.

Adaptation, Psychological↗
PubMed1981

A data-based examination of selection-bias in the evaluation of a job-based alcoholism program.

We describe the strategy of constructive confrontation present in most job-based alcoholism programs, and conclude that it is compatible with the major concepts and practices of discipline in the workplace. We review past evaluation studies of these programs, noting the rather remarkable positive outcomes often reported. We then review reasons for both accepting and rejecting these unusual findings. One of the major biases that could produce the favorable findings-selectivity bias-is then examined, using both field data and record data from a large national corporation. Samples from records in the review period 1964 through 1977 generated 377 case histories. The study also used field interviews in the same corporation in a national sample of 19 locations. We interviewed supervisors who had experienced an employee in the alcoholism program (A sample = 154) and a sample of all other supervisors (B sample = 351) who described a nonalcoholic problem employee and how he/she had been managed. The remainder of the report focuses upon two possible sources of selection bias: suspected but not referred cases in the field data, and incomplete, "lost," cases in the record data. In both instances, the selectivity seemed to be quite minimal, insufficient to damage the conclusion that the program intervention had produced significant positive changes in job performance.

Alcoholism↗
PubMed1978

Evaluating implementation of a job-based alcoholism policy.

Implementation of the alcoholism policy of the U.S. Civil Service Commission could have been improved by canvassing supervisors and unit directors for their views, diffusing information more widely and providing more support to alcoholism coordinators.

Alcoholism↗
PubMed1978

Assessing personal, role, and organizational predictors of managerial commitment.

Using a role and exchange theory framework, this study examines the commitment to their organization and to the federal service of 634 managers in 71 federal government organizations. Results indicate that certain role factors such as tenure and work overload and personal factors such as attitude toward change and job involvement are strong influences on commitment. Implications of the findings and the need for further theoretical and methodological refinements are discussed.

Administrative Personnel↗