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Essential tremor is the most common cause of tremor involving upper limbs, head and voice. The first line of treatment for limb tremor is pharmacotherapy with propranolol or primidone. However, these two drugs reduce the tremor severity by only half. In medication refractory and functionally disabling tremor, alternative forms of therapy need to be considered. Botulinum toxin injections are likely efficacious for limb, voice and head tremor but are associated with side effects. Surgical interventions include deep brain stimulation; magnetic resonance-guided focused ultrasound and thalamotomy for unilateral and deep brain stimulation for bilateral procedures. Recent consensus classification for essential tremor has included a new subgroup, ‘Essential tremor plus’, who have associated subtle neurological ‘soft signs’, such as dystonic posturing of limbs and may require a different treatment approach. In this review, we have addressed the current management of essential tremor with regard to different anatomical locations of tremor as well as different modalities of treatment.

While various descriptive and prescriptive citizen participation models suggest ways to improve citizen participation, none has been subjected to large-scale empirical tests. This article develops and tests an organizational theory model that explores the conditions under which citizen involvement as a general strategy can improve administrative decision making. The new model focuses on organizational variables that are more directly subject to managerial influence, such as political support, leadership, red tape, and hierarchical authority, as well as variables related to participant competence and representativeness. Hypotheses are tested with data collected from a national survey of local government managers. The results suggest that public management matters for citizen participation. The conclusion calls for integrating quantitative designs with normative and qualitative citizen participation research.

Cutback management in the public sector poses unique problems. More than 30 years ago, Charles Levine illustrated these problems by discussing the paradoxes of cutback management in public organizations. Building on Levine's work on cutback management and developments in publicness theory, the author provides a contemporary perspective on cutback management. He asserts that publicness creates paradoxical tensions in different domains such as organizational goals, employee motivation, and organizational performance. These tensions need to be embraced in both theoretical discussions of and practical engagement with cutback management. Instead of a short-term, reductionist approach to cutback management, a holistic and longterm perspective is necessary.

Public administration scholars have publicized the benefits of mixed methods research and exhorted researchers to embrace mixed methods research design. Despite increasing calls for and numbers of mixed methods publications, thus far there has been no rigorous assessment of the value added by mixed methods research designs. This article provides an assessment of mixed methods articles published in leading public administration and public policy journals. The authors assess methodological quality, study purpose, and research design in order to determine the added value of mixed methods research designs. Findings highlight the promise of mixed methods research in public administration and public policy. Realizing this promise will require better appreciation of the added benefits of mixed methods designs, dedicated effort to improve the qualitative component of mixed methods studies, and greater attention to integrating the qualitative and quantitative components of mixed methods studies.

This article contributes to our understanding of public service motivation and leadership by investigating ways in which organizational leaders can reinforce and even augment the potential effects of public service motivation on employees' attraction to the organizations mission (mission valence). The results contribute to two research questions. First, the findings provide new evidence on the sources of public service motivation. The authors find that transformational leadership is an organizational factor associated with higher public service motivation.Second, the article examines the relationship between transformational leadership and mission valence. The authors find that transformational leadership has an important indirect effect on mission valence through its influence on chrifying organizational goals and fostering public service motivation.

BackgroundFocal hand dystonia (FHD) is usually adult-onset focal dystonia that can be associated with marked occupational and functional disability leading to reduced quality of life.MethodsRelevant studies on treatment options for FHD, their limitations, and current recommendations were reviewed using the PubMed search until March 31, 2021. Besides, the reference lists of the retrieved publications were manually searched to explore other relevant studies.Resultsand conclusionCurrently, botulinum toxin has the best evidence for treatment of FHD, and 20–90% of patients experience symptomatic improvement. However, its benefit is often limited by the reduction of muscle tonus acting on the muscle spindle. Different surgical modalities that have been used to treat focal hand dystonia include lesional surgery, deep brain stimulation, and magnetic resonance–guided focused ultrasound thalamotomy. Recent studies exploring the role of behavioral techniques, sensorimotor training, and neuromodulation for the treatment of focal hand dystonia have reported good outcomes, but larger studies are required before implementing these interventions in practice.

This article presents a systematic literature review of organizational citizenship behavior (OCB) in the public sector. The findings show that although OCB is gaining more attention in the public sector, research often does not take specific public sector characteristics or concepts into account. Based on the available evidence, the authors develop a framework of antecedents, outcomes, mediators, and moderators of OCB. Three areas for future research are recommended: (1) regarding theory: link OCB to public sector concepts such as bureaucratic red tape, public leadership, and public service motivation; (2) regarding research designs: use stronger survey designs, expenments, and case studies and devote more attention to cross-sectoral and cross-country differences; and (3) regarding the consequences of OCB: address the gap in our knowledge of how OCB has an impact on public organizations, including negative impacts.

A number of studies have shown that arts and cultural programs offer multifarious benefits to individuals and communities. However, there has been little discussion in the public management literature regarding access to cultural programs for people with limited disposable income. Although the arts industry is increasingly emphasizing the importance of expanding cultural access for all, we know little about what drives individual nonprofit organizations' strategies. This article draws on benefits theory and resource dependence theory to explore the relationships between different types of revenue and the extent to which performing arts nonprofits offer free access. The authors use a unique data set compiled by DataArts to test how various types of revenue influence accessibility to the arts and find that performing arts nonprofits receiving grants from local governments, foundations, and corporations offer more free access. The article concludes with a discussion of study implications and an application of benefits theory to other types of nonprofits.

This article proposes that understanding public employee use of performance information is perhaps the most pressing challenge for scholarship on performance management. Governments have devoted extraordinary effort in creating performance data, wagering that it will be used to improve governance, but there is much we do not know about the factors associated with the use of that information. This article examines the antecedents of self-reported performance information use from a survey of local government managers. The results show that public service motivation, leadership role, information availability, organizational culture, and administrative flexibility all affect performance information use.