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In accordance with the Mental Capacity Act 2005, this paper aims to explore the steps taken to maximise an individual's ability to make decisions in regards to making a Will.

Concepts relating to testamentary capacity are discussed and assessed thematically.

The case work illustrates how a systematic, structured, evidence‐based and individually focused approach to assessing and optimising capacity (under the terms of the Mental Capacity Act 2005) can be effective.

The paper sets out a framework for maximising capacity for decision making.

This study investigated the relationship between job satisfaction, job‐related stress and intention to leave among audit staff in public accounting firms. Effects of demographic factors on job satisfaction; and the relationship between the elements of two‐factor theory with job satisfaction and job‐related stress were also identified. Data for the study was collected through questionnaires. Statistical analysis such as chi‐square test, factor analysis, correlation analysis and multiple regressions were used. The results indicated that job satisfaction and job‐related stress were significantly related to intention to leave the job. Only demographic factors such as pay or salary, job position and highest education achieved were found to have effect on job satisfaction. Elements of motivators and elements of hygiene were related to job satisfaction and jobrelated stress respectively. The findings of this study may contribute to planning and implementing human resource management’s (HRM) retention strategies. Several suggestions for future research are also presented. If the antecedents of intention to leave can be identified, appropriate HRM practices may minimize dysfunctional turnover of high quality employees.

Explores the “glasshouse effect” that women marketing managers may experience as they carry out their marketing roles. Addresses, specifically, the invisible organizational environments which constrict and stifle values which are traditionally perceived as “feminine” in the workplace. Research with women in marketing management indicates that these barriers are not only vertical, as implied by the phrase “the glass ceiling”, but also horizontal, and are consequently more appropriately encapsulated in the image of a “glasshouse”, a colloquial term for a prison.

The purpose of this paper is to provide an overview of how social care staff experienced applying the Mental Capacity Act (MCA) 2005, following its implementation in 2007 in England and Wales.

A longitudinal qualitative interview study explored the expectations, experiences and practice challenges of social workers and social care staff in relation to implementing the MCA for people with dementia.

The MCA was widely welcomed, although more specific, fine-grained understandings were required. Updating and refresher training may be required, especially in settings where there is high staff turnover. Those in expert or advisory practice roles offer helpful detailed updating and legal digests to roll out to other staff.

Qualitative interviews are subjective and elucidate only what participants wish to cover. However, there were opportunities during this study for participants to be reflective and critical.

Practitioners need initial and sustained continuing professional development. Access to expertise locally is welcomed.

The MCA was implemented five years ago and is largely embedded in practice. The paper provides insight into the evolution of experiences, with suggestions of how to make implementation sustainable.

This paper aims to propose that knowledge management (KM) could be a way to nurture job satisfaction and examine how KM can increase individual employees’ job satisfaction.

A theoretical model concerning the connections between five facets of KM (knowledge acquisition, knowledge sharing, knowledge creation, knowledge codification and knowledge retention) and job satisfaction is proposed. It is then empirically tested with a structural equation modelling partial least squares analysis of a survey data set of 824 observations, collected from the members of a Finnish municipal organisation.

Existence of KM processes in one’s working environment is significantly linked with high job satisfaction. Especially intra-organisational knowledge sharing seems to be a key KM process, promoting satisfaction with one’s job in most employee groups. Interestingly, significant knowledge-based promoters of job satisfaction differ as a function of job characteristics.

KM has a strong impact on employee job satisfaction, and therefore, managers are advised to implement KM activities in their organisations, not only for the sake of improving knowledge worker performance but also for improving their well-being at work.

This paper produces knowledge on a type of consequence of KM that has been largely unexplored in previous research, individual job satisfaction. Also, it promotes moving the KM literature to the next stage where the impact of KM practices is not explored as a “one size fits all” type of a phenomenon, but rather as a contingent and contextual issue.

This empirical investigation examines the impact of organizational culture types on job satisfaction in a survey of marketing professionals in a cross‐section of firms in the USA. Cameron and Freeman’s (1991) model of organizational cultures comprising of clan, adhocracy, hierarchy, and market was utilized as the conceptual framework for analysis. The results indicate that job satisfaction levels varied across corporate cultural typology. Within the study conceptual framework, job satisfaction invoked an alignment of cultures on the vertical axis that represents a continuum of organic processes (with an emphasis on flexibility and spontaneity) to mechanistic processes (which emphasize control, stability, and order). Job satisfaction was positively related to clan and adhocracy cultures, and negatively related to market and hierarchy cultures.

The practical applications of emerging theory, “complexity theory”, to business are sometimes less obvious than the theory itself, which drives the need, though arguably subjective, for enlightening applications for the potential use of emerging theory in business. Examines whether complexity theory has merit in the design of company procedures not just to challenge the functionalist dogma of traditional organizational structures, but also to encourage a process of self‐organization, self‐motivation, and learning. Focuses on three businesses of a private company in manufacturing, construction and trading and uses one procedure, which outlines the mechanism for charging operating units for the use of working capital. Investigates whether a process of self‐organizing and self‐motivating patterns can emerge if the structure of a procedure is developed under the methodology of complexity theory. Research findings were obtained from a focus group using the computer based qualitative research approach of Ideas Unlimited^TM and further examined in subsequent focus group discussions.

Reports the findings of recent empirical research into the job satisfaction of an original sample of 1,326 UK marketing managers. Provides data on the nature and sources of job satisfaction/dissatisfaction and on the assessment of the relative importance of various intrinsic (content) and extrinsic (context) occupational characteristics. Analyses the satisfaction criteria against a variety of variables such as age, gender, tenure and career development. Discusses the implications for the marketing practitioner at the workbench level within organizations.

This paper presents nine key considerations for improvement in health and social care drawn from recent national and international experience and describes the ways in which some of these ideas are being incorporated into local whole systems intervention.