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18 results

  • Epigenetic aging and PTSD outcomes in the immediate aftermath of trauma

  • Anthony S. Zannas, Sarah D. Linnstaedt, Xinming An, Jennifer S. Stevens, Nathaniel G. Harnett, Alyssa R. Roeckner, Katelyn I. Oliver, David R. Rubinow, Elisabeth B. Binder, Karestan C. Koenen, Kerry J. Ressler, Samuel A. McLean
  • Journal:
    Psychological Medicine / Volume 53 / Issue 15 / November 2023
    Published online by Cambridge University Press:
    23 March 2023, pp. 7170-7179
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  • Background

    Psychological trauma exposure and posttraumatic stress disorder (PTSD) have been associated with advanced epigenetic age. However, whether epigenetic aging measured at the time of trauma predicts the subsequent development of PTSD outcomes is unknown. Moreover, the neural substrates underlying posttraumatic outcomes associated with epigenetic aging are unclear.

    Methods

    We examined a multi-ancestry cohort of women and men (n = 289) who presented to the emergency department (ED) after trauma. Blood DNA was collected at ED presentation, and EPIC DNA methylation arrays were used to assess four widely used metrics of epigenetic aging (HorvathAge, HannumAge, PhenoAge, and GrimAge). PTSD symptoms were evaluated longitudinally at the time of ED presentation and over the ensuing 6 months. Structural and functional neuroimaging was performed 2 weeks after trauma.

    Results

    After covariate adjustment and correction for multiple comparisons, advanced ED GrimAge predicted increased risk for 6-month probable PTSD diagnosis. Secondary analyses suggested that the prediction of PTSD by GrimAge was driven by worse trajectories for intrusive memories and nightmares. Advanced ED GrimAge was also associated with reduced volume of the whole amygdala and specific amygdala subregions, including the cortico-amygdaloid transition and the cortical and accessory basal nuclei.

    Conclusions

    Our findings shed new light on the relation between biological aging and trauma-related phenotypes, suggesting that GrimAge measured at the time of trauma predicts PTSD trajectories and is associated with relevant brain alterations. Furthering these findings has the potential to enhance early prevention and treatment of posttraumatic psychiatric sequelae.

  • Derivation and validation of risk prediction for posttraumatic stress symptoms following trauma exposure

  • Raphael Kim, Tina Lin, Gehao Pang, Yufeng Liu, Andrew S. Tungate, Phyllis L. Hendry, Michael C. Kurz, David A. Peak, Jeffrey Jones, Niels K. Rathlev, Robert A. Swor, Robert Domeier, Marc-Anthony Velilla, Christopher Lewandowski, Elizabeth Datner, Claire Pearson, David Lee, Patricia M. Mitchell, Samuel A. McLean, Sarah D. Linnstaedt
  • Journal:
    Psychological Medicine / Volume 53 / Issue 11 / August 2023
    Published online by Cambridge University Press:
    01 July 2022, pp. 4952-4961
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  • Background

    Posttraumatic stress symptoms (PTSS) are common following traumatic stress exposure (TSE). Identification of individuals with PTSS risk in the early aftermath of TSE is important to enable targeted administration of preventive interventions. In this study, we used baseline survey data from two prospective cohort studies to identify the most influential predictors of substantial PTSS.

    Methods

    Self-identifying black and white American women and men (n = 1546) presenting to one of 16 emergency departments (EDs) within 24 h of motor vehicle collision (MVC) TSE were enrolled. Individuals with substantial PTSS (⩾33, Impact of Events Scale – Revised) 6 months after MVC were identified via follow-up questionnaire. Sociodemographic, pain, general health, event, and psychological/cognitive characteristics were collected in the ED and used in prediction modeling. Ensemble learning methods and Monte Carlo cross-validation were used for feature selection and to determine prediction accuracy. External validation was performed on a hold-out sample (30% of total sample).

    Results

    Twenty-five percent (n = 394) of individuals reported PTSS 6 months following MVC. Regularized linear regression was the top performing learning method. The top 30 factors together showed good reliability in predicting PTSS in the external sample (Area under the curve = 0.79 ± 0.002). Top predictors included acute pain severity, recovery expectations, socioeconomic status, self-reported race, and psychological symptoms.

    Conclusions

    These analyses add to a growing literature indicating that influential predictors of PTSS can be identified and risk for future PTSS estimated from characteristics easily available/assessable at the time of ED presentation following TSE.

Managing Employee Performance and Reward
  • Concepts, Practices, Strategies
  • 2nd edition
  • John Shields, Michelle Brown, Sarah Kaine, Catherine Dolle-Samuel, Andrea North-Samardzic, Peter McLean, Robyn Johns, Patrick O’Leary, Geoff Plimmer, Jack Robinson
  • Published online:
    16 August 2019
    Print publication:
    01 October 2015
  • Now in its second edition, Managing Employee Performance and Reward continues to offer comprehensive coverage of employee performance and reward, presenting the material in a conceptually integrated way. This new edition has been substantially updated and revised by a team of specialist contributors, and includes: An increased focus on employee engagement and the alignment between the organisation's goals and the personal goals of employeesExpanded coverage of coaching, now a leading-edge performance enhancement practiceExtensive updates reflecting the major changes in employee benefits in recent years, as organisations strive to attract and retain talentUpdated coverage of executive salaries and incentives in the contemporary post-GFC environment.This popular text is an indispensable resource for both students and managers alike. Written for a global readership, the book will continue to have particular appeal to those studying and practising people management in the Asia-Pacific region.

  • Part 1 - The fundamentals

  • John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
  • Book:
    Managing Employee Performance and Reward
    Published online:
    16 August 2019
    Print publication:
    01 October 2015, pp 1-2

  • Summary

    The fundamentals

    It is appropriate that we begin our journey by considering those ideas, concepts, propositions and debates that are fundamental to a rounded understanding of employee performance and reward management and, equally, to well-informed and effective practice in these fields.

    The three chapters in part 1 are devoted to this end. Chapter 1 seeks to clarify the meaning, nature and purpose of our two focal human resource processes: performance management and reward management. While our treatment of the ‘what’ and ‘why’ of performance and reward management is written from an explicitly prescriptive-descriptive perspective, the treatment is neither wholly management-centred nor uncritical.

    Building on this foundational knowledge, the two accompanying chapters consider, respectively, the psychological, motivational and strategic basics of performance and reward management. These chapters offer frameworks for practising performance and reward management in both a psychologically aware and a strategically informed manner. The development, implementation and maintenance of effective performance and reward management systems require simultaneous attention to each of these fundamental dimensions.

    By ‘psychological’ dimensions we mean the attitudes, perceptions, values and emotional (or ‘affective’) states that prefi gure the observable actions-or behaviour-of individual employees, or at least that seem to predispose individuals towards certain behavioural actions rather than others. While ‘motivation’ is undoubtedly the most widely acknowledged and theorised of all work attitudes, as we shall see, there are others that may be no less salient or infl uential, including those that are grounded more in perception and in deeply held values and emotions than in dispassionate or rational cognition.

  • Part 2 - Performance management in action

  • John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
  • Book:
    Managing Employee Performance and Reward
    Published online:
    16 August 2019
    Print publication:
    01 October 2015, pp 77-77

  • Summary

    Performance management in action

    The three chapters in part 2 examine the key concepts, techniques and processes associated with the management of employee performance. In chapter 1 we observed that, from a descriptive ‘cybernetic’ (i.e. systems) perspective, work performance may be thought of as having three horizontal or process dimensions – that is, inputs (knowledge, skills and abilities), task effort and other types of work behaviour, and outcomes or results; and three vertical or scalar dimensions – that is, individual, group and organisation-wide performance. By definition, the methods that accentuate behaviour and competency have an individual focus.

    Chapters 4 and 5 examine the main performance management methods or techniques associated with each of these dimensions. Chapter 4 considers those approaches to performance management that are results-focused. Chapter 5 will then consider the methods and techniques that are behaviourally focused and examine the concepts and techniques that emphasise performance inputs or capacities in the form of performance competencies. Chapter 6 , the fi nal chapter in part 2 , examines both the provision of performance feedback to individual employees and practices directed towards performance development, including coaching.

  • Part 5 - System change and dynamic alignment

  • John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
  • Book:
    Managing Employee Performance and Reward
    Published online:
    16 August 2019
    Print publication:
    01 October 2015, pp 367-367

  • Summary

    System change and dynamic alignment

    Having now laid out all of the pieces of the performance and reward puzzle, it is time for us to consider how to go about assembling these elements into a coherent whole. In this concluding chapter, we detail the alignment model approach to assembling the various concepts, practices and strategies explored in parts 1–4 into an integrated and strategically aligned whole. Specifically, we examine the requirements for and challenges associated with performance and reward system review and the steps involved in system change and development. Although our approach here is primarily prescriptive in nature, our prescriptions also draw on a range of insights available in the empirical or descriptive and critical literatures that have been referred to at various points throughout the text.

  • Part 3 - Base pay and benefits

  • John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
  • Book:
    Managing Employee Performance and Reward
    Published online:
    16 August 2019
    Print publication:
    01 October 2015, pp 161-161

  • Summary

    Base pay and benefits

    Having considered the key psychological and strategic dimensions to understanding the employment relationship, as well as the three main approaches to managing employee performance, we can now turn our attention to the second of the two human resource management processes with which this book is concerned, namely, the management of employee reward and, in particular, the management of employee pay or remuneration. A remuneration system typically comprises three main elements: base pay, benefits and performance-related pay. In designing any remuneration system careful attention should be paid to three key considerations: first, the relative role that each of these three components will play in total remuneration; second, the practices that will be drawn on to configure each component; and third, the target level of total remuneration for each position.

    The four chapters in part 3 cover base pay and benefi ts. Chapter 7 considers the rationale for base pay, the main options for confi guring base pay, the general strengths and weaknesses of each approach, and the incidence of each. It then details the pay structures associated with each option, while chapters 8 and 9 discuss the evaluation methods and processes associated with the development of pay systems based on each of these approaches. Chapter 10 then examines the logic of employee benefit plans and the main options for confi guring such plans.

  • Part 4

  • John Shields, University of Sydney, Michelle Brown, University of Melbourne, Sarah Kaine, University of Technology, Sydney, Catherine Dolle-Samuel, University of New South Wales, Sydney, Andrea North-Samardzic, Deakin University, Victoria, Peter McLean, University of Wollongong, New South Wales, Robyn Johns, University of Technology, Sydney, Patrick O’Leary, Geoff Plimmer, Victoria University of Wellington, Jack Robinson, Victoria University of Wellington
  • Book:
    Managing Employee Performance and Reward
    Published online:
    16 August 2019
    Print publication:
    01 October 2015, pp 239-239

  • Summary

    Rewarding employee performance

    Having considered the main options and processes associated with base pay and benefits, we can now consider the remaining major area of reward practice, namely, performance-related rewards. Also known as ‘incentive plans’, these are rewards that are contingent or ‘at risk’ in some way, rather than being ‘fixed’ or ‘guaranteed’, as is the case with more traditional forms of base pay. For this reason, such rewards are also commonly referred to as ‘contingent’ or ‘variable’ pay plans. Moreover, while many such rewards are financial in nature (i.e. performance pay or cash incentives), performance-related rewards may also take a non-financial form.

    The six chapters in part 4 offer a detailed coverage of the main types of individual and collective performance-related rewards and of key themes and debates associated with such rewards. Chapter 11 outlines the main types of performance-related rewards, considers some of the general motives for adopting performance-contingent rewards, and overviews the main arguments and supporting evidence for and against such plans. Chapters 12 to 15 examine specifi c types of performance-related reward plans that are commonly applied to line employees and managers, with particular emphasis on plan usage, strengths and weaknesses. Plans covered include individual merit pay; recognition awards; results-based individual incentives; collective short-term incentives; and collective long-term incentive plans in the form of broadly based employee share plans.