Behavior and emotional problems among Jamaican children and adolescents: an epidemiological survey of parent, teacher, and self-reports for ages 6–18 years

The study compared general population samples of Jamaican children ages 6–18 years, via Jamaican versions of the Child Behavior Checklist (CBCL) parent-, teacher-, and self-report forms. Repeated measures ANOVAs with informant as a repeated measures factor, assessed base-rate problem score differences according to children’s area of residence (i.e., urban vs rural), gender, and age. No between subjects residence effects emerged for total problem score. However, adolescents self-reported higher total problem scores compared to the ratings they received from their parents and teachers. No gender total problem score effects emerged for any of the three informants, but girls received higher internalizing, and Somatic Complaints scores. Similar total problem scores across genders, and the high ratio of boys to girls in clinic samples suggest that Jamaican girls may not be receiving adequate services. Age X within subjects interactions revealed higher teacher reported problem scores for young adolescents, reflecting possible developmental changes within the classroom context and teachers’ low thresholds toward these problems. The d statistic revealed base rate syndrome, internalizing, externalizing, and total problem score differences in most Jamaican vs US sub-samples. In addition to the non-CBCL problems observed in earlier studies, these findings clearly indicate a need to ascertain syndrome structure and other psychometric properties of the Jamaican instruments.     

International relocation of inpatriate managers: assessing and facilitating acceptance in the headquarters organization

The shortage of qualified managers to assign to overseas positions has necessitated rethinking of the viable candidates pools. A relatively new group of global managers have emerged, inpatriate managers. These are foreign nationals and third-country nationals who are relocated to the organization's domestic headquarters to serve as a “linking-pin” to the global marketplace. This paper examines challenges to effectively incorporating these inpatriate managers into the domestic organization. The various issues with inpatriate manager adjustment to the domestic macro and organizational culture are examined. In addition, the necessary social support in work and non-work contexts is discussed.