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A key objective of the community care movement has been to achieve greater opportunities for people with learning disabilities to integrate and interact within their normal communities. Major barriers remain, however, for those individuals who are disabled and who also exhibit significant challenging behaviour. In addition to the unacceptability of the behaviours themselves, the support strategies used to remediate these challenges have also acted as a barrier to inclusion, because of their social unacceptability. The paper presents a model for supporting people who challenge that addresses these concerns by providing an effective, socially valid intervention approach.

The purpose of this paper is to investigate the impact of a six-and-a-half day, Positive Behaviour Support (PBS) informed training course on staff’s self-efficacy and outcome expectations of managing challenging behaviour (CB). Training programmes for other non-psychology staff were deemed necessary due to the high demand for services and the specialist knowledge held by other professionals or carers.

A repeated measures design was used to capture changes in specific self-efficacy and outcome expectations before and after the training programme. A questionnaire methodology was employed.

Staff self-efficacy and positive outcome expectations increased on all four measured variables following training: understanding of CB, working out the functions of CB, developing and implementing a PBS plan, and managing CB for the benefit of the service user.

These findings are considered in light of previous research suggesting an impact on staff practice and burnout.

The findings suggest that the training model delivers changes in staff cognition and may be useful in other locations where demand for services is likely to increase in the future.

This research considers the impact of a medium length PBS training on staff cognition, evidencing the model’s utility in the current service context.

The purpose of this paper is to identify best practices of employee onboarding, the process by which a new employee is introduced to an organization and its vision, mission, and values.

Researchers requested that members of the Personnel Administrators and Staff Development Officers Discussion Group of the Association of College and Research Libraries (ACRL) share documents related to employee onboarding and three researchers independently reviewed the documents. The collected documents were compared to the socialization model proposed by Raymond Noe, including the detailed aspects of the organizational phase and the key components identified in the best practices literature.

In total, 17 institutions submitted documentation for review. All institutions discussed at least one or more of the key areas identified in the socialization process. Every institution in the study included a discussion of job expectations and evaluation criteria (100 percent); ten (59 percent) discuss mission, vision, and values; however, topics such as culture (five or 29 percent) and politics (one or 6 percent) were infrequently covered. Onboarding programs varied in length (one week to more than six months). Check lists were the most common tool used to manage the onboarding process. Other notable topics covered include dealing with change, understanding the team‐based environment, diversity, library awards and library fundraising.

Because of the limited number of documents examined in this study, the research results may lack generalisability. Therefore, researchers are encouraged to test the proposed propositions further.

Moving from a traditional new employee orientation model to a best‐practices onboarding model will require HR professionals to conduct an internal assessment of the current program.

Due to the high cost associated with recruiting new employees, the need for new employees to be fully functional and engaged as soon as possible, and the need to communicate performance indicators, the need to share best practices is important.

The aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance.

The dataset was gathered during the field research carried out in a large public Indonesian government institution. In total, 313 managers and their direct followers participated in this study. The authors have employed structural equation modelling to test the hypotheses.

The results of this study demonstrate the role of the dynamic capabilities of the middle managers associated with organisational performance. The results show that dynamic managerial capabilities and organisational performance are mediated by the organisational capacity for change.

Middle managers should equip and develop their capabilities in order to embrace change in the organisation through the communication between the different staff levels, uniting the vision and mission with the organisational members. Further, the organisation should empower the role of the middle managers by increasing their authority and participation in the policy-making that is part of the change process. In addition, the workplace could implement interventions to optimise the dynamic managerial capabilities held by the middle manager and employees through assessments and mentoring. Finally, particular training programmes could be implemented to boost the employees' skills and flexibility, thereby keeping them agile in the context of the changes in the work environment.

The role of the dynamic managerial capabilities of the middle manager is a prominent factor when facilitating a high level of organisational performance in a public organisation. However, the role of dynamic managerial capabilities does not have a direct effect on organisational performance if the organisation does not have the capacity to change, particularly in the Indonesian context.