Much of the recent instructional design (ID) practice research can be parsed into three key categories: ID professionals, ID preparation, and the isolated differences between novice and expert designers (Sugar, 2014). However, not one of these three categories examines the transition experience of ID practitioners from their preparation to practice in the world of business. The purpose of this qualitative study was to gain further understanding of the practical lived experiences of five instructional designers in their first years in the business world as they negotiated different sets of expectations placed upon them. Interpretative Phenomenological Analysis (IPA) was used to analyze interview and artifact data, collected over two years. Woven together, these data tell the collective narrative of the participants' transition story. The findings of this study resulted in eight themes and several subthemes. The most salient finding was the discovery of the ID practitioner transformation framework, which comprises the first seven findings. This framework revealed that these participants' transition was not finite. In fact, they experienced a pattern of continuous personal and organizational growth long after their initial transition into the workplace. In addition to these findings, this study offers transition-related recommendations to multiple stakeholders, including prospective IDs, ID graduate programs, and businesses that hire IDs. Future research could expound on these findings by expanding participant criteria, examining the phenomenon of ID transition from the perspectives of others, and validating the newly discovered ID practitioner transformation framework using a larger sample size.

The research literature contains a significant amount of information on the psychological health of managers, however, relatively little has been written about the psychological health of workers. There has been a long held assumption that there is little difference in the psychological health of workers and managers. This study challenges that assumption and investigates differences in psychological health that appertain to job role and job characteristics determined by job role. This study tested two related hypotheses, firstly, that 'managers have significantly better psychological health than workers'; secondly, that 'that better psychological health was largely due to the increased self esteem that comes from having a more socially desirable role'. Initial analyses of the data indicated that hypothesis 1 was upheld, but when split by sex hypothesis 1 was only upheld for females and not males; similarly hypothesis 2 was only upheld for females. This result was attributed to the influence of two variables, the 'attribution of blame' and 'need for external validation', and the different moderator and mediator roles they play for males and females. The study contradicts the assertion that the psychological health of workers and managers is similar, if not the same, and uses the differences found to explain why research in this field has often produced conflicting results. Areas of potential future research are indicated.

The research literature contains a significant amount of information on the psychological health of managers, however, relatively little has been written about the psychological health of workers. There has been a long held assumption that there is little difference in the psychological health of workers and managers. This study challenges that assumption and investigates differences in psychological health that appertain to job role and job characteristics determined by job role. This study tested two related hypotheses, firstly, that `managers have significantly better psychological health than workers¿; secondly, that `that better psychological health was largely due to the increased self esteem that comes from having a more socially desirable role¿. Initial analyses of the data indicated that hypothesis 1 was upheld, but when split by sex hypothesis 1 was only upheld for females and not males; similarly hypothesis 2 was only upheld for females. This result was attributed to the influence of two variables, the `attribution of blame¿ and `need for external validation¿, and the different moderator and mediator roles they play for males and females. The study contradicts the assertion that the psychological health of workers and managers is similar, if not the same, and uses the differences found to explain why research in this field has often produced conflicting results. Areas of potential future research are indicated.