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The purpose of this paper was to develop and test a model examining how hotel managers’ psychological diversity climate affects job satisfaction, the moderating effect of racioethnic minority status and the mediating role of organizational justice.

A sample of frontline managers from 164 individual hotel properties was used. Hierarchical linear regression analysis was used to examine the underlying mechanism through which psychological diversity climate impacts job satisfaction.

The results found support for the mediating effect of organizational justice between managers’ psychological diversity climate and job satisfaction. Racioethnic identity moderated the relationship between psychological diversity climate and organizational justice, thereby supporting the mediated-moderated model proposed in the current research.

The findings show the importance of improving employee perceptions of diversity climate and organizational justice, particularly through recruitment practices, incorporating diversity into the corporate values, adopting formal diversity management practices and educating managers about the importance of diversity through formal training methods.

Little research has examined the underlying mechanisms that explain why psychological diversity climate affects organizational attitudes. Even less research has examined whether the link between a perceived positive diversity climate and job satisfaction is stronger for racioethnic minorities. These results provide meaningful insights for researchers because the hospitality industry is one of the largest employers of racioethnic minorities and immigrant employees.

This paper aims to examine how effective higher education institutions have been in harnessing the data capture mechanisms from their student information systems, learning management systems and communication tools for improving the student learning experience and informing practitioners of the achievement of specific learning outcomes. The paper seeks to argue that the future of analytics in higher education lies in the development of more comprehensive and integrated systems to value add to the student learning experience.

Literature regarding the trend for greater accountability in higher education is reviewed in terms of its implications for greater “user driven” direction. In addition, IT usage within higher education and contemporary usage of data captured from various higher education systems is examined and compared to common commercial applications to suggest how higher education management and teachers can gain greater understanding of the student cohort and personalise and enhance the learning experience much as commercial entities have done for their client base. A way forward for higher education is proposed.

If the multiple means that students engage with university systems are considered, it is possible to track individual activity throughout the entire student life cycle – from initial admission, through course progression and finally graduation and employment transitions. The combined data captured by various systems builds a detailed picture of the activities students, instructors, service areas and the institution as a whole undertake and can be used to improve relevance, efficiency and effectiveness in a higher education institution.

The paper outlines how academic analytics can be used to better inform institutions about their students learning support needs. The paper provides examples of IT automation that may allow for student user‐information to be translated into a personalised and semi‐automated support system for students.

It is important to have clearly in mind what is meant by fats, when discussing the part they play in our diet. To many people the word fat calls to mind butter, lard, margarine and the obviously fatty parts of meats and bacon. It is fat that can be seen. It is appropriate, therefore, to apply to it the convenient term “visible fat”, in contradistinction to other fats contained in food, not so generally recognised as fats, which are designated “invisible”. The latter are by no means unimportant. As we shall see, they provide something of the order of one‐half of our total daily intake. A few examples will illustrate the contributions foods usually regarded as not fatty can make to the total. Lean meat contains 6–8 per cent of fat; cheese, from 4–30 per cent, depending on the quality of the milk from which it was made; dried eggs, 42 per cent; rabbit, 5 per cent; herrings, 10 per cent; flour, 1–2 per cent; bread, 1 per cent; oatmeal, 8 per cent. Analysis of diets eaten in this country before the war shows that more than half the total fat consumed was in the form of foods providing “invisible” fat. That, of course, was in the days when a sausage contained 30 per cent of fat and a good cake as much as 15 per cent. Before passing to consider the significance of fats in our daily diet we should briefly review the more important facts concerning their behaviour in the body and what is known of their function.

According to current estimates, the prevalence of autism spectrum disorders (ASDs) ranges from 1 in 500 children to 1 in 150 children (Centers for Disease Control and Prevention/CDC, 2007; Desmon, 2007). In the past such disorders usually were not identified until a child was school-aged, but these disorders are now more likely to be diagnosed in affected individuals during the preschool years (McConachie, Le Couteur, & Honey, 2005; Rutter, 2006). For example, Mandell, Novak, and Zubritsky (2005) surveyed over 900 caregivers of children with ASDs and learned that on an average, children with autistic disorder were diagnosed at 3.1 years of age. These researchers also reported that children who exhibited such characteristics as severe language impairment, toe walking, hand flapping, and sustained unusual play behaviors were diagnosed earlier than children without these features.

Knowledge organisations perform knowledge processes, using their primary resources of intellectual capital, and their key input of information. Their effectiveness in performing these processes depends on their knowledge capabilities. In most cases these capabilities must be highly dynamic in order to respond to the changing environment of the organisation and resulting evolution of the required core knowledge processes of the organisation. All organisational development must be centred around developing those dynamic knowledge capabilities on an ongoing basis. The strategic capabilities of an organisation depend on its ability to process rapidly changing information and perspectives on the organisation and its business environment, so these are in fact high‐order knowledge capabilities. The development of organisational knowledge capabilities can be addressed most completely by considering the four fields of individual technology, organisational technology, individual skills and behaviours, and organisational skills and behaviours.

The purpose of this paper is to outline findings from research into Integrated Offender Management (IOM), an example of multi-agency working between the police, probation and drug treatment services, and how this is expected to be affected by the “Transforming Rehabilitation” (TR) changes to the probation service being introduced by the Ministry of Justice.

The methodological approach was realistic evaluation. The findings of this paper draw upon semi-structured interviews undertaken with IOM staff, offenders and a small number of national IOM portfolio holders. Observations of the operation of IOM in the local site have also been used.

Three underpinning mechanisms within IOM were uncovered during the research, all of which are at risk from the TR changes.

IOM, as it currently operates, will be affected fundamentally by the TR changes, due to the disruption to stable multi-agency working. The research is limited by taking place during the planning and initial roll out of the TR changes; as a result interviewees were commenting on their expectations rather than their direct experience of the changes. However, their experience within IOM makes them well placed to assess the likely impact of TR.

As the TR changes are new, this paper is amongst only a small number seeking to assess their anticipated impact based on primary research.

The strong link between a market orientation and performance in small organizations rests on the organization’s ability to use its market‐oriented culture to create a sustainable competitive advantage. To do this requires the firm to build and maintain a strong market orientation. Using an internal customer‐internal supplier perspective, this paper identifies a framework for implementation that an organization can undertake to create a market‐oriented workforce. The foundation for the framework is the development of dyadic relationships between internal customers and suppliers. The implementation structure relies on a performance management system that rewards behaviors appropriate for the establishment of a market‐oriented culture.