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Readmission to hospital can be distressing, costly for the National Health Service (NHS) and legally it should be a last resort as it entails restriction of liberty. This study aims to develop an understanding of factors leading to readmission for a cohort of service users under the care of a community forensic mental health team (CFMHT) in England to consider how support could be improved to reduce incidence of future readmissions.

Thematic analysis was used to examine case recording relating to 13 service users who were readmitted to hospital within a specified time period. The same service users were invited to complete questionnaires regarding their views of what contributed to the readmission to cross-reference with themes identified.

The analysis of case notes produced eight sub-themes. These were sorted into three overarching themes, illustrating the challenges that service users face upon discharge from hospital, the sense they make of these challenges and the impact upon relational patterns, in particular with the CFMHT. Researchers highlight that the multiple challenges can increase service users’ sense of being under threat which can lead to distrust of professionals.

Practical suggestions arising from the study were fed back to the subject team and are listed at the end of the paper.

Findings from this study parallel those previously reported. This study contributes an inter-relational aspect of the factors and the central role of meaning-making in the path of recovery and building a life in the community.

How do entrepreneurs in the public sector effect major policy changes? Are the same entrepreneurs likely to be involved from the idea initiation stage through design, adoption, implementation and institutionalnation, or are there different prominent entrepreneurs in each of the policy stages? What does the pattern of entrepreneurial participation mean for the success of the policy? Utilizing a case study of Performance-Based Program Budgeting (PB2 ) in the State of Florida, this paper employs the observations of key Florida policymakers and advocates to describe the strategic and purposive actions of public entrepreneurs in the four stages of the PB2 budget reform policy process. The work supports current research that major policy changes, such as the adoption of PB2 in Florida, require purposive and strategic actions from public entrepreneurs for their fruition. The paper also contributes to the growing implementation and budgeting literature that describes and assesses performance-based budgeting in the states, and provides observations on necessary conditions for institutionalizing PB2 in Florida.

Discusses team‐building initiatives undertaken in an operational sphere which aimed both to enhance the awareness of individuals of their own psychological profile and their impact on others, and to develop them in an organizational milieu by examining their motivational factors in the context of role clarification, personal responsibility and team performance. Two management consultants were used, operating in different but congruous areas, supporting the senior managers on a corporate venture progressing the principles of the total quality management concept. The commitment was successful in terms of individual growth, greater team cohesiveness and operational achievement.

This chapter aims to clarify the future of the HR profession in the digital age by translating and extrapolating results of recent studies in a creative way. The main question is ‘What will be the effects of digitization on the HRM profession?’

The methodological approach is threefold. A theoretical concept of digital impact on the HRM profession is constructed based on a task-based analysis of the Ulrich roles. Second, in two sessions HRM Professionals reflect on the main question and give assessments. Third, a secondary analysis is carried out on the HRM practice monitor and five hypotheses are tested (primary role of HR, time spent in an activity cluster, typification of the HRM department).

The outcomes give no clear and unequivocal picture yet. Although the theoretical concept, actual research, professional literature and consulted professionals indicate that the HRM profession is already or will soon get more strategic due to digitization, the secondary analysis of the HRM practice monitor does not confirm that tendency.

The limitations of this research comprise flaws in the HRM practice monitor, the questionable web instrument and the lack of a clear and broadly accepted definition of digitization. Follow-up research seems to be very worthwhile and has a lot of possible starting points.

This research offers a new way of looking at the HRM profession in transition by combining the Ulrich model with a task-based analysis. Furthermore the evidence is based on 4 years (2012–2015) of data collection.

Shows how to implement a preventive maintenance (PM) system in a high volume manufacturing operation with a just‐in‐time environment. Determines the tasks that are performance‐coupled in a specific machine by using a simple flowchart. Computes for every component suitable for PM, earliest economic replacement time and earliest expected replacement time. Using a time graph, the PM is scheduled for components that are performance coupled in a specific machine. This procedure is straightforward and can be easily followed by plant floor personnel.

Many public, professional organizations have introduced performance measurement systems in the belief that they will lead to a transparent organization, offering incentives for performance and able to account for its performance. These systems produce a large number of perverse effects, however. The article presents five successive strategies aimed at preventing these effects where possible: tolerating competing product definitions; banning a monopoly on interpreting production figures; limiting the functions of and forums for performance measurement; strategically limiting the products that can be subjected to performance measurement; and using a process perspective of performance in addition to a product perspective.

Reviewing the development of budgeting in America in the twentieth century, this article assesses where public budgeting is as it approaches the twenty-first century. Five periods are identified in American budgeting, drawing upon the work of Schick and Rubin: control, management, planning, prioritization and accountability. Budgeting in the 1990s is described as characterized by accountability and a “new” performance budgeting emphasis. The authors argue that the budget reform movement is still alive and well in American government, with local governments once more leading the way.

It is a point of continuing debate whether the study of public administration can in any circumstances be graced by a disciplinary label. Rhodes (1996), for example, has argued that the study of British public administration was traditionally insular, dominated for a long period by an institutionalist tradition characterized by an interest in administrative engineering, but a distaste for theory. As Rhodes also observes, this position emphasized, albeit in a traditional sense, the political and ethical context of administration public administration existed within a wider framework of accountability relationships and political and moral responsibilities. We might add to this the way government and public administration was seen as linked within a framework of administrative law, which, while not formalized in the sense of continental Europe, was important.