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This paper sets out to disseminate new knowledge about workforce planning, a crucial health sector issue. The Health Select Committee criticised NHS England's failure to develop and apply effective workforce planning. The Workforce Review Team (WRT) commissioned the Institute for Employment Research, Warwick University, to undertake a “rapid review” of global literature to identify good practice. A workforce planning overview, its theoretical principles, good practice exemplars are provided before discussing their application to healthcare.

The literature review, undertaken September‐November 2007, determined the current workforce planning evidence within and outside health service provision and any consensus on successful workforce planning.

Much of the literature was descriptive and there was a lack of comparative or evaluative research‐based evidence to inform UK healthcare workforce planning. Workforce planning practices were similar in other countries.

There was no evidence to challenge current WRT approaches to NHS England workforce planning. There are a number of indications about how this might be extended and improved, given additional resources. The evidence‐base for workforce planning would be strengthened by robust and authoritative studies.

Systematic workforce planning is a key healthcare quality management element. This review highlights useful information that can be turned into knowledge by informed application to the NHS. Best practice in other sectors and other countries appears to warrant exploration.

Proposed changes in medical staffing levels and pressure for reduced hours of work by junior doctors have focused attention on out‐of‐hours work by junior doctors in the United Kingdom. Junior doctors are on average on duty for over 90 hours per week, and preregistration house officers typically spend almost 70 hours per week actually working. There has been a decline in contracted hours for junior doctors during the 1980s, but an increase in the number of hours on duty and, in the cases of paediatrics and general surgery, an increase in the number of hours worked. Current policy is for expansion in consultant numbers and reduction in junior staff. Critics argue that the planned expansion of consultant posts is inadequate and the absence of registrars in some specialties is dangerous. Previous attempts to reduce the number of hours on duty had little success: suggested solutions have not been implemented widely. One possible solution may be reducing and reallocating out‐of‐hours work. It has been suggested that many of the current tasks undertaken by junior hospital doctors could be performed by non‐medical staff. A thorough examination of the tasks actually undertaken by junior hospital doctors outside normal working hours is required.

Quality of care and health professional burnout are important issues in their own right, however, relatively few studies have examined both. The purpose of this paper is to explore quality of care and health professional burnout in hospital settings.

The paper is a narrative literature review of quality of care and health professional burnout in hospital settings published in peer-reviewed journals between January 2000 and March 2013. Papers were identified via a search of PsychInfo, PubMed, Embase and CINNAHL electronic databases. In total, 30 papers which measured and/or discussed both quality of care and health professional burnout were identified.

The paper provides insight into the key health workforce-planning issues, specifically staffing levels and workloads, which impact upon health professional burnout and quality of care. The evidence from the review literature suggests that health professionals face heavier and increasingly complex workloads, even when staffing levels and/or patient-staff ratios remain unchanged.

The narrative literature review suggests that weak retention rates, high turnover, heavy workloads, low staffing levels and/or staffing shortages conspire to create a difficult working environment for health professionals, one in which they may struggle to provide high-quality care and which may also contribute to health professional burnout. The review demonstrates that health workforce planning concerns, such as these, impact on health professional burnout and on the ability of health professionals to deliver quality care. The review also demonstrates that most of the published papers published between 2000 and 2013 addressing health professional burnout and quality of care were nursing focused.

The purpose of this paper is to identify and review the leadership challenges in workforce planning, paying special reference to adult social care primarily in England (UK) whilst raising leadership issues that have international resonance.

This is a viewpoint which presents a distillation of key issues, challenges and relevant literature spanning workforce planning, human resources and social care.

The paper finds that growing demands on services, rising expectations for personalised care and support, together with the provision of safe and effective joined up care are some of the key drivers facing social care and wider public services. Leaders need to ensure a robust data and evidence base, sound interpretation of intelligence as well as building integrated approaches to workforce planning both within and between services.

Workforce leadership provides the bedrock to ensuring social care builds the workforce required for the future. As services undergo redesign and transformation the workforce planning task is more important now than ever and is a key responsibility for every organisation's leadership, including chief executives, commissioners and workforce specialists.

Workforce planning in social care is afforded relatively little attention and the analysis presented in this paper provides the stimulus for debate.

The subject of part‐time work is one which has become increasingly important in industrialised economies where it accounts for a substantial and growing proportion of total employment. It is estimated that in 1970, average annual hours worked per employee amounted to only 60% of those for 1870. Two major factors are attributed to explaining the underlying trend towards a reduction in working time: (a) the increase in the number of voluntary part‐time employees and (b) the decrease in average annual number of days worked per employee (Kok and de Neubourg, 1986). The authors noted that the growth rate of part‐time employment in many countries was greater than the corresponding rate of growth in full‐time employment.

The purpose of this paper is to explore the challenges faced by a small, specialized NHS organization in recruiting and retaining a high quality workforce in a highly competitive market.

The paper focuses on four main areas: recruitment, employee development, office environment, and management style.

The conclusion is that against the odds a public sector organization can attract and retain a high quality workforce in a highly competitive market.

An innovative and flexible approach to recruiting and managing your staff can achieve remarkable results.

Post‐industrial predictions of a rapid growth in new technology homeworking have gained widespread currency to become part of the conventional wisdom. However the evidence, including primary research material, suggests that the claims for new technology homeworking, both regarding its extent and its alleged benefits, have been considerably overestimated. In particular, new technology homeworking by itself does not appear to open up opportunities for women to improve their position in the labour market; the demographic changes predicted for the 1990s may provide a better bet. Nevertheless, there is a danger in assuming that all firms apply the same strategy when employing homeworkers; at least three different variations can be identified and this has important implications for personnel managers. The overestimation of new technology homeworking stands in stark contrast to traditional homeworking where the extent has been considerably underestimated. This marginalisation of traditional homeworking stems in large part from the distortion caused by the conceptual split between private and public realms. The failure to find evidence to support the growth of new technology homeworking leads to a consideration of how the arguments may better be considered as rhetoric designed to advance a certain set of ideas – in particular that set associated with “privatisation” as a political ideology.

Although first rank symptoms focus on positive symptoms of psychosis they are shared by a number of psychiatric conditions. The difficulty in differentiating bipolar disorder from schizophrenia with affective features has led to a third category of patients often loosely labeled as schizoaffective. Research in schizophrenia has attempted to render the presence or absence of negative symptoms and their relation to etiology and prognosis more explicit. A dichotomous population is a recurring theme in experimental paradigms. Thus, schizophrenia is defined as process or reactive, deficit or non-deficit and by the presence or absence of affective symptoms. Laboratory tests confirm the clinical impression showing conflicting responses to dexamethasone suppression and clearly defined differences in autonomic responsiveness, but their patho-physiological significance eludes mainstream theory. Added to this is the difficulty in agreeing to what exactly constitutes useful clinical features differentiating, for example, negative symptoms of a true deficit syndrome from features of depression. Two recent papers proposed that the general and specific cognitive features of schizophrenia and major depression result from a monoamine-cholinergic imbalance, the former due to a relative muscarinic receptor hypofunction and the latter, in contrast, to a muscarinic hypersensitivity exacerbated by monoamine depletion. Further development of these ideas will provide pharmacological principles for what is currently an incomplete and largely, descriptive nosology of psychosis. It will propose a dimensional view of affective and negative symptoms based on relative muscarinic integrity and is supported by several exciting intracellular signaling and gene expression studies. Bipolar disorder manifests both muscarinic and dopaminergic hypersensitivity. The greater the imbalance between these two receptor signaling systems, the more the clinical picture will resemble schizophrenia with bizarre, incongruent delusions and increasingly disorganized thought. The capacity for affective expression, by definition a non-deficit syndrome, will remain contingent on the degree of preservation of muscarinic signaling, which itself may be unstable and vary between trait and state examinations. At the extreme end of muscarinic impairment, a deficit schizophrenia subpopulation is proposed with a primary and fixed muscarinic receptor hypofunction.

The genomic profile of bipolar disorder and schizophrenia overlap and both have a common dopaminergic intracellular signaling which is hypersensitive to various stressors. It is proposed that the concomitant muscarinic receptor upregulation differentiates the syndromes, being marked in bipolar disorder and rather less so in schizophrenia. From a behavioral point of view non-deficit syndromes and bipolar disorder appear most proximate and could be reclassified as a spectrum of affective psychosis or schizoaffective disorders. Because of a profound malfunction of the muscarinic receptor, the deficit subgroup cannot express a comparable stress response. None -theless, a convergent principle of psychotic features across psychiatric disorders is a relative monoaminergic-muscarinic imbalance in signal transduction.

“Corporate planning” is the term which, perhaps more than any other, epitomises the adoption of business management techniques by the public sector. In Britain, with massive local government reorganisation in 1974, many librarians were forced to come to terms with such techniques whether they liked it or not. Of course, in its purest sense corporate planning applies to the combined operation of an entire organisation be it local authority, university, government department or industrial firm. However, in this paper I do not intend discussing “the grand design” whereby the library is merely a component part of a greater body. Rather, it is my intention to view the library as the corporate body. It is a perfectly possible and very useful exercise to apply the principles of corporate planning, and the management techniques involved, to the running of a library or group of libraries. Indeed, many librarians have already done this either independently or as their part in the corporate plan of their parent organisation.

Within the past few years, responsible educators, librarians, parents, counselors, social workers, therapists, and religious groups of all sexual persuasions and lifestyles have recognized the need for readily available reading material for lesbian and gay youth. Unfortunately, this material is often buried, because it is embedded in larger works. To meet this need, I have compiled and annotated 100 of the best works for young homosexuals, bisexuals, and heterosexuals. I have also included a few of the best works currently available on heterosexuality as a much needed source of knowledge for all young adults whether they are gay or straight, whether they remain childless or eventually become parents.