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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.

In this chapter, the authors build on the voluntary turnover model posited by Allen, Bryant, and Vardaman (2010) with reference to turnover and retention within the United Kingdom. After providing important contextual material about the United Kingdom, the authors explore turnover drivers such as work precarity, as well as the effect of Brexit, which compounds the political and economic uncertainty engendered by the pandemic. Reflecting on the role of external shocks in precipitating withdrawal processes, the authors go on to examine the extent to which job embeddedness impacts on employee turnover, and how alternative opportunities in a UK context may shape the decisions people make to stay with or leave their organizations. Central to our argument is that human resource (HR) practices as perceived by employees play a critical role in shaping attitudes such that people wish to stay in the organization. Cultural values posited by Hofstede and others are likely to significantly impact the way in which employees respond to the HR practices they perceive. Hence, leaders and HR specialists in the United Kingdom need to deploy HR practices which speak to cultural values that stand out in that context, considering that the United Kingdom is characterized by relatively low levels of power distance, low uncertainty avoidance, high individualism and higher than average indulgence.

Taken together, the model provides an overview of key internal and external factors that influence employees’ attitudes at work, their withdrawal behaviors and the ensuing turnover at the organizational-level. The authors conclude by highlighting key research questions raised by the analysis of the model within a UK context, considering where empirical research will add to understanding about turnover and retention in the United Kingdom.

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.

People with learning disabilities who present challenging behaviour are particularly vulnerable to physical abuse. It is argued that training in physical intervention could well be a critical variable in determining whether this abuse takes place. Recommendations designed to minimise the risks associated with physical intervention training are made.

Examines the background to building maintenance management, emphasizing its importance due to new developments in building design. Suggests that, owing to the use of less‐durable materials in construction the need for long‐term planning in order for maintenance to be profitable is important.

The authors provide a comprehensive review of existing turnover studies in Spain. The literature review reveals that research on voluntary turnover is scarce, while other types of mobility, such as involuntary separations, downsizing, and planned turnover through contract date expiration, have received substantial attention. The authors identify the main institutional characteristics of Spain and explain why these may contribute to the low incidence of voluntary turnover. Specifically, the authors note that employment protection legislation, high unemployment, high unemployment insurance, centralized collective bargaining, the composition of the sector, high power distance, and in-group collectivism are important drivers of the patterns observed in existing turnover studies. The authors also explore how some of the mechanisms and processes exposed by key turnover theories may be applicable to the Spanish context. This chapter highlights the importance of paying attention to the role of the institutional and cultural context to understand different mobility patterns in the labor market. The authors also suggest several avenues for future research including the study of different turnover types, employer and employee outcomes, cultural variations, and employment practices.

During one of the largest process reengineering projects ever undertaken, GTE Telephone Operations management was stunned to learn that administrative bureaucracy was reducing productivity by as much as 50 percent. After thoroughly examining its own processes, the GTE effort benchmarked 80 companies in a wide variety of industries. Teams then created concepts for new processes. Finally, the company is integrating everything it has learned into a customer “value‐added path.”