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The purpose of this paper is to describe processes of learning from personal experiences of mental distress when mental health service users participate in occupational therapy education with tutors and students who have also had experiences of mental distress.

A post-structural theoretical perspective was applied to stories which emerged from the research process. Semi-structured group and individual interviews were used with three service users, three students and three tutors (including the author) who had all had, at some time in their lives, experiences of mental distress.

Stories based on previously hidden personal experiences of mental distress began to shift dominant understandings. Further, as educators, service users challenged whose authority it is to speak about mental distress and permitted different narrative positions for students and tutors. However, technologies of power and technologies of self of powerful discourses in professional education continued to disqualify and exclude personal knowledges. Learning from stories requires a critical approach to storytelling to expose how hidden power relations maintain some knowledges as dominant. Further, learning requires narrative work, which was often hidden and unaccounted for, to navigate complex and contradictory positions in learning.

Although storytelling based on personal experience can help develop a skilled and healthy mental health workforce, its impact will be limited without changes in classrooms, courses and higher education which support learning at the margins of personal/professional and personal/political learning.

Learning from stories of mental distress requires conditions which take account of the hidden practices which operate in mental health professional education.

There is growing acknowledgement that companies are engaging in both transaction‐ and relationship‐marketing activity. However, apart from a small body of work, little consideration has been paid to the management and implementation challenges involved in conducting both types of marketing concurrently. In particular, there have been few studies that consider, from a holistic organisational perspective, how transaction‐ and relationship‐marketing management‐decision making impact on each other in reality and the extent to which organisations are investing appropriate resources in simultaneously implementing the two approaches. This article reports on a longitudinal, in‐depth study of a high‐street retail bank. The findings indicate that, in practice, resource investment in transaction‐ and relationship‐marketing management was unbalanced with an over‐emphasis on some managerial dimensions and an under‐investment in others. In other words the bank under investigation did not engage in effective transaction or relationship planning or implementation but rather the managerial and organisational focus was on sales and promotion.

Recently there has been an increased interest in the business case for equal opportunities. It has been argued that employers are attracted to such a case as it focuses on the business benefits which accrue from equal opportunities strategies. Presents a cautiously critical analysis of the attractiveness of the business case and its implications for women managers. States that the emergence of the business case has significantly changed the discourse and frames of reference through which issues of equal opportunity are now addressed. Considers the consequences of this shift for women managers.

Oppressed peoples have always told stories in which they shared images of themselves as powerful and free. Visions and prophecies and stories have shown people what is possible, what is yet to come, what our deepest selves are capable of.

Data from a recent study on unemployed women are compared with data on unemployed men. Differences in men's and women's work and family roles, and in their labour opportunities affect their commitments to family work and paid work. Such differences affect responses to the involuntary loss of jobs. This article first compares the meaning of work in the lives of men and women factory workers, then it focuses on differences in the labour market behaviour of men and women after displacement. Finally it explores re‐employment outcomes and earning losses

This paper aims to evaluate the approaches to talent management (TM) in small- to medium-sized enterprise (SME) hotels in Nigeria during the COVID-19 crisis drawing on the resource-based view (RBV) of Strategy.

An interpretivist methodology was adopted, and 42 semi-structured interviews were undertaken with SME hotel owners, self-initiated expatriate (SIE) talent and local workers in Nigerian hotels. A thematic approach to analysis was undertaken to identify key themes.

The findings highlight how SME hotel owners’ reactive and short-term approaches to TM have created problems during the pandemic as they are unable to rely on acquiring SIE talent to fill key skills gaps. Furthermore, failure to capitalise on the expertise and networks of their current SIEs has resulted in a lack of knowledge sharing with other local employees. This results in TM strategies that do not offer differentiated approaches that balance talent flows to achieve competitive advantage.

SME hotel leaders should adopt a more equitable approach to TM that values all workers rather than exclusively focusing on SIEs. Employment contracts should ensure that SIEs are responsible for training and developing local workers as part of a networking approach to RBV.

This novel study focused on TM within SME hotels in a Nigerian context during COVID-19. The findings show how SME senior leaders value SIE talent above local workers and pursue a TM strategy that perpetuates the status quo. The COVID-19 crisis has acted as a catalyst for leaders to recognise the value of local talent and consider a more sustainable approach to TM.

The purpose of this paper is to review published research on retail customer service communication with people with complex communication needs (CCN) and impacts on their social inclusion.

The researchers searched electronic databases EBSCOHost and Web of Science and found no studies on retail customers with CCN. The search was expanded with the intention of exploring factors affecting people with disability as a group and to locate the experience of people with CCN within findings. Studies found were reviewed by the first author and two external reviewers.

Twelve articles met the broadened inclusion criteria. Analysis using the International Classification of Functioning, Disability and Health (ICF) found the literature demonstrated some environmental and personal factors that are likely to construct disability in the retail environment for people with CCN. The authors proposed further research to further explore ICF factors not identified in research and to establish links with social inclusion.

Further research is needed to understand the role of retail customer service communication in the social inclusion of people with CCN.

The social inclusion of people with CCN will be assisted by findings on good practice customer service communication.

Shopping is rarely considered in social inclusion research. This review discovered an absence of research into the impact of retail customer communication on inclusion of customers with CCN and proposed a framework for further enquiry.

The history of the field of the psychology of women in the USA has three distinct phases. The first, between 1940 and 1960, saw the struggle for recognition by women psychologists. The second, during the late 1960s and early 1970s saw women demanding to be taken seriously as psychologists as well as researchers and research subjects. This led to the establishment of the Association for Women in Psychology and the Division of the Psychology of Women. One complements the other although they both have their own roles. Their efforts have led to a rise in status and visibility of the psychology of women as a field and of women psychologists as members of their profession. The third phase, which started in the 1980s and continues now, must deal with the old issues as well as new issues of maintaining commitment and enthusiasm.