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Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

Sport ticket sales is often positioned as a “foot in the door” to the sport industry due to ample job opportunities, but anecdotal reports of high turnover raise questions of the efficacy of recruitment, training and retention efforts in sport sales. The purpose of this study was to determine attrition levels among entry-level ticket sales personnel, observe whether entry-level sales positions lead to other non-selling positions within sport organizations and determine if education and market related variables are related to job tenure.

LinkedIn profiles were analyzed for 1,122 entry-level ticket salespeople listed in media guides between 2015 and 2019 in the “Big Four” North American professional sports leagues. Names were obtained from 26 NBA, 21 MLB, 20 NHL and 12 NFL teams. Survival analysis provided defection rates and demonstrated the relationship between those rates and key variables.

One in every four entry-level ticket salespeople defected within the first year and one in every two defected within 26 months. Only 8% moved on from ticket sales to a non-sales role within the sport industry. Increases in cost of living, working for an NFL team and having sport industry experience prior to taking a sales position decreased the likelihood of defecting, while increased distance between the salesperson's university and the team's location increased the likelihood of defecting.

This study applies survival analysis to a sport human relations context to understand turnover in a specific occupational discipline and establishes the turnover rate for sport sales positions.

PDAs (personal digital assistants) are companion tools that enable us to be more productive. Any device or applications that enable us to find, organize, use, and cope with too much information – as well as helping us prioritize the vast amounts of work we have to do is of enormous benefit to their owners. Applications that make us more efficient in managing our time, tasks, addresses and notes, for reminding us of when something needs to be done, in managing diary or journaling activities, in surfing for information on the Web, in reading books and articles in various formats, in writing and editing content for use by ourselves and others, for managing projects of all kinds, and for installing those applications that serve to improve our productivity are discussed. And, lastly, a few productivity‐enhancing hardware add‐ons are highlighted.

Improving the competence of frontline services to support people who challenge has long been recognised as a key service objective. Exactly how this objective should be achieved has been unclear, however. This article describes how web‐based e‐learning technology is being used to achieve widespread dissemination of knowledge and skill about positive behavioural support. The drivers for this development are described, together with an account of the historical development of the programme. The advantages of using this medium are outlined, and the benefits of a whole‐organisation approach to learning are identified.

Being placed in out‐of‐area services can be one of the most significant forms of transition experienced by people with learning disabilities. The paper reviews the extent of such provision, identifies who is most at risk of being placed out of area, briefly explores the effects of such placement and concludes with a discussion of possible strategic solutions.

Shawn Blau reviews David Allen's Getting Things Done: The Art of Stress-Free Productivity

This paper briefly summarises the main Welsh policy principles that apply to all people with learning disabilities, including those with mental health needs or severe challenging behaviour. We briefly review progress in supporting people with complex behavioural needs, reflect on areas where development in practice has not lived up to policy rhetoric and also examine the consequences of this policy to practice gap. We then describe current barriers to further service development. Finally, we suggest a number of changes that are necessary for the current inadequacies to be resolved.

There are many potential measures of performance for evaluating the success of a construction project. All address performance in three key areas: scope, schedule and budget. In a performance measurement framework where senior management wishes to minimise the numberof performance measures it employs, while ensuring maximal coverage or visibility into the programme, having a tool that captures each of the three areas would be ideal. Project managers have used Earned Value Management (EVM) for over 40 years to track actual schedule progress and actual costs against project plans. Earned Value Management has traditionally been applied to individual projects on which the manager is accountable for both schedule and cost variances. This paper proposes methods to apply EVM principles to allow: (1) analysis of portfolios of construction projects; (2) incorporation of the analysis into an innovative pay‐for‐performance human resources practice; and (3) use of regression analysis to develop baseline earned value curves. These extensions fit the needs of many government managers, who oversee a range of projects by multiple contractors, and whose cost risk is primarily due to schedule slips and change orders. Earned Value Management is described in the context of project oversight, and a dashboard system of performance measures is proposed for quickly assessing individual projects and portfolios. A method of generating standardised planned value curves is then specified, based on data from previous and ongoing projects. The paper concludes by showing how the US General Services Administration’s Public Buildings Service is using these methods to analyse and oversee its portfolio of new construction and major repair and alteration projects.

The shape and makeup of a corporate university in a management consulting firm remains a vexed question: what should it look like, and what should it do, to develop its professionals most effectively? There is not a great deal of literature on this topic ‐ or on management, human resources, and professional development in professional services firms in general ‐ as these firms tend to hold their cards close to the vest. This article offers some initial thinking about education and development in a management consulting firm, with the aim of laying out a framework for understanding what a university in such a context might be. The hope is that this consideration of the particular dynamics of management consulting firms and the challenges for education and development therein, coupled with a case study of the curriculum at the management and strategy consulting firm of Booz·Allen & Hamilton, will open up a discussion of the most important factors for success in this arena.