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Chlamydia is currently the most frequently notified infectious disease in New South Wales (NSW). Published articles relating to chlamydia prevalence in Australian prison settings are sparse, but studies from the United Kingdom and the United States indicate relatively high chlamydia prevalence among young incarcerated individuals. This article reports on findings from an enhanced chlamydia surveillance programme in NSW prisons between 2005 and 2007. The authors report a relatively low chlamydia prevalence among the general population of NSW prisoners (compared with figures from the United Kingdom and United States), which by the end of 2007 was 4%. The average crude chlamydia notification rate for the NSW prison population during the review period was about four times that of the general NSW community ‐ 716/100,000 during the review period compared with 175/100,000 in the NSW general community. The average crude chlamydia notification rate for Aboriginal prisoners during the review period was 1262/100,000, compared with 1470/100,000 in the general Australian Aboriginal population. The authors grapple with the dilemma of expanding chlamydia screening and treatment services for the sexual health benefits of prison populations with static prison health budgets on one hand, and limited evidence of cost‐effectiveness of such an expensive intervention on the other.

This paper aims to provide insight on the influence of organisational culture on human resource management (HRM) practices in Chile by exploring shared meanings (basic assumptions and beliefs) and organisational models that can be identified from activities, dynamics, social relationships and behaviours.

The paper is based on research conducted in Chile where a combination of self‐completion questionnaires, semi‐structured interviews and non‐participant observation was carried out in a non‐probabilistic sample of 46 organisations.

Findings suggest that there is a shared definition of work characterised by five elements; namely, the existence of great work pressure exerted by managers; a sustained focus of upper levels on organisational efficiency as an isolated element that does not include HRM; the inexistence of worker autonomy and empowerment; the use of administrative jargon and understandings of loyalty, dedication, compliance and professionalism as desired qualities in workers. The paper argues that there are three distinct categories of cultural discourse in Chilean organisations: pessimistic/fatalistic, optimistic/maniac and pragmatic/bureaucratic.

Owing to the type of sampling used, findings cannot be taken to represent the whole of Chilean organisations.

Data presented in this paper help in understanding many of the behaviours observed in Chilean organisations, which provides HR policy‐makers and practitioners with sounder foundations for designing organisational programs, policies and action plans.

The paper presents new evidence to increase the empirical body of work addressing the relationship between organisational culture and HRM in developing countries, particularly in Latin America.

The paper discusses the relationship between systemic inequity and wealth disparity and advocates for expanding employee share ownership as a strategy to address divides in income and wealth by race and gender. It targets diverse actors including policymakers, philanthropic leaders and social investors and presents a set of policy proposals and practice ideas that seek to advance a broader understanding of employee share ownership and build the capacity of key organizations to support employee-owned businesses.

This paper draws on data indicating positive outcomes from employee share ownership programs (ESOPs) related to job quality, economic stability and wealth-building, as well as widespread political support for ESOPs.

This paper suggests that employee share ownership can help to strengthen job quality and address race and gender income and wealth gaps. It argues that there is both public support and a range of different strategies actors can implement to expand awareness and access to different forms of employee share ownership.

Additional research focused on other forms of employee share ownership (beyond ESOPs) is needed to deepen understanding of how each form can play a role in addressing racial and gender wealth inequities. The paper acknowledges that despite the potential of employee share ownership to mitigate racial and gender wealth gaps, additional simultaneous strategies are required to address the range of systemic barriers that have disproportionately limited women and people of color's participation in ESOPs.

Policymakers are actively seeking new proposals, while philanthropic leaders, social investors and others are also eager to build awareness and understanding of employee ownership models and develop the institutional capacity necessary to support strong employee-owned businesses. This paper directly responds to these needs and contributes to a broader collaborative effort to spread employee share ownership policies and practices that support economic recovery and lay the foundation for a more equitable and resilient economy.

Employee share ownership is not yet a strategy that is well understood among policymakers and the public, but it connects to and supports outcomes that are top of mind for many, including increasing local ownership and bolstering local economies, helping small business owners retire in ways that preserve local jobs and businesses, strengthening job quality and workforce development, addressing racial inequity and economic inequality and providing workers greater voice and agency. This paper seeks to connect employee ownership to these high-priority issues and support efforts by a range of organizations to implement policy and practice solutions.

This paper fulfills an identified need to aggregate recent research on the relationship between employee share ownership and wealth inequities on the basis of race and gender. It also offers a timely argument that employee ownership strategies can play an important role in responding to the challenges facing communities and workers – particularly women workers and workers of color – as we rebuild from the COVID-19 pandemic.

This article illustrates the experiences of employee resource group (ERG) members over a two-year period with the aim of understanding the benefits and risks of membership for sexual minority employees.

Qualitative interview data were collected from seven lesbian, gay or bisexual ERG members following an extreme case approach at two points in time separated by two years.

Three themes of outcomes related to ERG membership emerged from the data. Participants reported both benefits and risks associated with the social and career-related consequences of membership. The role that allies play in providing visibility, legitimacy and support to ERG members also emerged and shifted in importance over the two years between interviews, with ally involvement becoming more important to career outcomes over time.

This study illuminates potential consequences of supporting ERGs for minority employees, as well as insight into the role of allies in these groups.

This study contributes to the literature by revealing several individual outcomes of a growing form of diversity management practice: ERGs.

Many jurisdictions fine illegal cartels using penalty guidelines that presume an arbitrary 10% overcharge. This article surveys more than 700 published economic studies and judicial decisions that contain 2,041 quantitative estimates of overcharges of hard-core cartels. The primary findings are: (1) the median average long-run overcharge for all types of cartels over all time periods is 23.0%; (2) the mean average is at least 49%; (3) overcharges reached their zenith in 1891–1945 and have trended downward ever since; (4) 6% of the cartel episodes are zero; (5) median overcharges of international-membership cartels are 38% higher than those of domestic cartels; (6) convicted cartels are on average 19% more effective at raising prices as unpunished cartels; (7) bid-rigging conduct displays 25% lower markups than price-fixing cartels; (8) contemporary cartels targeted by class actions have higher overcharges; and (9) when cartels operate at peak effectiveness, price changes are 60–80% higher than the whole episode. Historical penalty guidelines aimed at optimally deterring cartels are likely to be too low.

No One Knows is a major initiative by the UK Prison Reform Trust which highlights the plight and predicament of prisoners with learning disabilities and of those with less severe degrees of learning difficulties. This major initiative has been sponsored by the Diana, Princess of Wales Memorial Fund and has yielded a number of pivotal recommendations which are already being explored actively by the Department of Health (England) and the Prison Health Service.

The purpose of this paper is to evaluate two coaching and mentoring programmes focused on the ever-increasingly important aim of enhancing the chances of professional level employment for undergraduate students, at two UK universities. In addition, to offer recommendations to enhance coaching and mentoring success within higher education (HE).

Two similar programmes are compared; the first study is a coaching programme delivered in two phases involving over 1,500 students within the business school. The second study is a mentoring programme involving over 250 students over a ten-year period within the business school at a different institution.

The two programmes have been compared against the key success criteria from the literature, endorsed by coaching and mentoring experts. The results highlight the importance of integrating with other initiatives, senior management commitment, budget, an application process, clear matching process, trained coaches and mentors, induction for both parties, supportive material, ongoing supervision and robust evaluation and record keeping.

The research focuses on two similar institutions, with comparable student demographics. It would have been useful to dig deeper into the effect of the diverse characteristics of coach/mentor and coachee/mentee on the effectiveness of their relationships. In addition, to test the assumptions and recommendations beyond these two institutions, and to validate the reach and application of these best practice recommendations further afield.

The results identify a number of best practice recommendations to guide HE institutions when offering coaching and mentoring interventions to support career progression of their students.

There are limited comparison studies between universities with undergraduate career-related coaching and mentoring programmes and limited research offering best practice recommendations for coaching and mentoring programmes in HE. The top ten factors offered here to take away will add value to those thinking of running similar programmes within HE.