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This paper aims to assess the face validity to inform content validity of the Quality of Life – Aged Care Consumers (QOL-ACC), a new measure for quality assessment and economic evaluation in aged care.

Semi-structured interviews were conducted with older adults (66–100 years) receiving aged care services at home (n = 31) and in residential care (n = 28). Participants provided feedback on draft items to take forward to the next stage of psychometric assessment. Items were removed according to several decision criteria: ambiguity, sensitive wording, not easy to answer and/or least preferred by participants.

The initial candidate set was reduced from 34 items to 15 items to include in the next stage of the QOL-ACC development alongside the preferred response category. The reduced set reflected the views of older adults, increasing the measure’s acceptability, reliability and relevance.

Quality of life is a key person-centred quality indicator recommended by the recent Royal Commission into Aged Care Quality and Safety. Responding to this policy reform objective, this study documents a key stage in the development of the QOL-ACC measure, a new measure designed to assess aged care specific quality of life.

The rise of all forms of information systems has been one of the major factors affecting the nature of work over the last decade. This article reports on research that suggests that whilst females may now gain more experience of computers and information systems at an earlier age, this does not appear to lead to more favourable evaluations of jobs involving computers. If women overcome initial negative perceptions of jobs involving computers then the particular style, manner, skills or approach that are seen as prerequisite for success, can constitute an additional barrier over and above that of the “glass ceiling”. The study looked at factors influencing initial attitudes towards computers, female attitudes to jobs involving computers and factors influencing self‐selection into gender‐typical and atypical jobs, including IT‐based jobs. The article considers the actions required from managers in many roles, including those with responsibility for staff development, marketing and recruitment.

This mainly exploratory study was a one‐point‐in‐time survey of the situation in one English county. This study involved a survey of all social care homes in the county, followed by measures of quality of life/service for a random sample of 30 people identified by the survey, interviews with home managers, service users, family carers and care managers, and focus groups with members of four community learning disability teams. The total number of people placed from out‐of‐area was estimated to be close to 2,000 (1,500 were placed by the local authority within the county). The main reason for such placements was lack of good local services, but cost also seemed important. For many of those who had been in long‐stay hospital, locality appeared not to be important. Effects varied, but at least a third of people were experiencing very poor service quality and quality of life. Family carers generally felt their relative was happy, but fear of losing the placement was a strong theme. Distance was a major difficulty for both family and care manager involvement. For local community learning disability teams, the main problems included increased workload, reduced provision for local residents, difficulty in dealing with placing authority and the poor quality of the homes. Challenges for public agencies include provision of better local services, management of the cost incentives, especially for London Boroughs, and a system where funding follows the person wherever they chose to live.

Assessment of mental capacity in people with learning disabilities involved in criminal proceedings has been debated, and the introduction of mental capacity legislation in the United Kingdom makes provisions for people who lack the capacity to make decisions about their welfare. However, while the new legislation is designed to protect people who lack the mental capacity to make decisions, it is not clear how this legislation applies in criminal cases where the capacity to consent to sexual relations has been questioned. Until recently there was no clear definition of capacity to consent to sexual relations, and the aim of this paper is to consider the key aspects of this legislation and apply it to a case example. The definitions and assessment procedures involved in assessing ‘mental capacity’ are considered, and practice guidance for mental health professionals working in this field is offered.

The purpose of this paper is to show the way to unlock the black box of HRM and performance linkages by exploring one of the key variables that mediates the link, namely whether line managers can stimulate improvements in firm performance by eliciting appropriate employee outcomes in a call centre context.

The research draws on Purcell's “People‐Performance Model” as a sensitising framework to inform an in‐depth case study of a call centre. This provides a mechanism to unlock the HRM‐Performance black box by focusing on the ability, motivation and opportunities for line managers to perform and any subsequent impact on employee outcomes. Data were collected over multiple site visits by means of multi‐level interviews and a survey of telesales representatives (TSRs).

Research findings indicate that one large client exerted significant control over the HRM policies developed within the call centre. Evidence suggests, however, that line managers' interventions ameliorated some of the negative aspects of work tasks and the HRM imposed by this dependency relationship.

This research is an exploratory attempt to better understand HRM‐Performance linkages in one specific context. Results are not generalisable across contexts or even within call centres, which can vary extensively. Nonetheless, the research suggests that exploring line management behaviour is a promising avenue for more extensive research.

This paper considers HRM‐Performance linkages in a service context. Results indicate that both external relations and line managers are critical mediating variables conditioning HRM‐Performance linkages, thereby lending support to the notion that hard and soft HRM practices are not necessarily irreconcilable.

The authors of this paper are both white English education scholars with antiracist agendas. This conceptual manuscript aims – in part – to better understand the backlash both of them have faced in trying to contribute to antiracist teaching and research in English education.

This manuscript uses practices of narrative inquiry to tell and interpret stories about the authors’ work.

The authors hope to critique traditional notions of white resistance in favor of more careful theorizations of whiteness that can be helpful for teachers and scholars in English education and English Language Arts (ELA)with an interest in facilitation antiracist pedagogy.

Ultimately, with this work, the authors hope to provoke readers to consider how work with whiteness is processed by white people, especially in terms of teaching and learning in English education and ELA. They believe the field of English education should begin to discuss this issue.

This study aims to analyze corporate mail and wire fraud penalties, using bounded rationality in decision-making and assessing internal and external influences on prosecutorial choices.

The study analyzed 467 cases from 1992 to 2019, using data from the Corporate Prosecution Registry of the University of Virginia School of Law and Duke University School of Law. It examined corporations facing mail and wire fraud charges and other fraud crimes. Multiple regression linked predictor variables to the dependent variable, total payment.

The study found that corporate penalties tend to be lower for financial institutions or corporations in countries with US free trade agreements. Conversely, penalties are higher when the company is a U.S. public company or filed in districts with more pending criminal cases.

This study’s originality lies in applying the bounded rationality model to assess corporate prosecutorial decisions, unveiling external factors’ influence on corporate penalties.

In recent years, police leadership integrity and standards have been positioned as central to the professionalisation agenda of the police service England and Wales (College of Policing, 2015). The purpose of this paper is to explore the challenges for developing innovative, more people-oriented approaches to leadership in a command environment like the police.

A case study approach in one UK police constabulary was adopted. In all, 38 semi-structured interviews were conducted with senior police officers from chief constable to inspector rank. Interviews were audio recorded, transcribed verbatim and thematically analysed.

Police officers drew on managerial and command discourses in their understandings of leadership. Perceptions of the situation, particularly in terms of perceived risk and visibility, influenced leadership practices in the constabulary.

Current research and policy places emphasis on “what works” in police leadership; the meanings of leadership to police officers is overshadowed by a focus on effectiveness. Through the use of semi-structured interviews, this research captures police leaders’ understandings of themselves and their leadership. The findings reveal that, at a time when police leadership needs to become more innovative and people focussed, the pressures and complexities of contemporary policing mean that police officers retreat to leadership that is command-based and driven by the primacy of business needs.

Utilising data from 18 in‐depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to argue that the complexity and diversity of training, development and HRD practices is best understood by studying the multilayered contexts within which call centres operate. Call centres operate as open systems and training, development and HRD practices are influenced by environmental, strategic, organisational and temporal conditions.

The study utilised a range of research methods, including in‐depth interviews with multiple stakeholders, documentary analysis and observation. The study was conducted over a two‐year period.

The results indicate that normative models of HRD are not particularly valuable and that training, development and HRD in call centres is emergent and highly complex.

This study represents one of the first studies to investigate training and development and HRD practices and systems in European call centres.