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Previous research into the efficacy of the quality assurance standards in the ISO 9000 series has rarely focused upon their deployment in services. The UK standard Investors in People (IiP) has received relatively little research attention as a quality management method. The paper reports an investigation of the impact of the two standards on quality management in UK local authority leisure facilities. Three case studies registered to ISO 9002, three registered to IiP and one using no quality management method were studied through management team interviews and a survey of customer perceptions of quality. ISO 9002 was held to be useful by the managers, because it enabled them to provide a more consistent service and helped them to meet their performance objectives. IiP received a more mixed response from managers. However, customers of leisure facilities registered to IiP rated their services more highly than customers of ISO 9002‐registered facilities rated theirs. This was true of all of the elements of service investigated. It is suggested that, if ISO 9002 improves organisational processes, this is not apparent to customers. The results also suggest that IiP may be effective in assisting organisations to improve service quality as perceived by their customers.

The process whereby new recruits are brought into the firm is an important element of human resource management practice. If done well, it can help to retain the new employee and reduce staff turnover. Shows that a cross‐section of firms in the sector now have some form of staff induction programme in place. In most cases, the induction programme is short‐lived and focused on job role and administrative procedures. The survey of these firms suggests that there is a need to embrace best practice from other sectors of the retailing industry, in particular, the recognition that well‐planned and structured induction can play an important role in bringing down staff turnover. However, induction is best seen as a process that commences before the employee starts work and extends through the first two or three months of employment. In the very best instances the new recruit is deliberately eased into the new job. Unit managers play a vital role in delivering the immediate induction programme and management programmes need to ensure that unit managers are themselves trained to train and their performance is monitored.

Nottingham Business School recently validated a suite of generic qualifications based round the theme of leisure retailing. The purpose of this paper is to describe the Advanced Diploma, where one of the first cohorts on the programme was pub managers and area managers from J.D. Wetherspoon.

This paper presents the findings of a telephone survey of 17 pub managers and three area managers who had successfully completed the Advanced Diploma in 2005.

Around eight out of ten pub managers interviewed reported positive impressions of the course and went on to state that their property had increased sales, profits, customer and staff satisfaction. Results from company sales and performance data support the impressions created by these qualitative interviews. Sales, gross profit and unit profit performance all show overall improvements in performance compared to company averages.

Apart from students obtaining a university qualification it would appear that in every case individual pubs reported a substantial improvement in their business. The other implication is that the way in which these students are able to obtain a degree might well become the accepted alternative to full time education and all the financial implications that go with it.

The paper provides a model for evaluating the impacts of education and training interventions that could be employed by both university teams and professional in‐company trainers.

Some recent investigations into the subject of novels and novel‐reading in Public Libraries have led to a very considerable modification of our opinion in the matter. At one time we shared the common belief that every Public Library was a huge repository for the storage of the novels of all times and countries, and that these were read largely to the exclusion of every other form of literature. This opinion is still held, we believe, by many prominent politicians, journalists, librarians, and the rank and file of the opponents of municipal libraries; but it is hoped that this article will completely dissipate the clouds of misconception which have arisen in connection with the subject.

LAST MONTH the Industrial Library Group held a one day conference on ‘Book and journal acquisition’. The result was an informative insight into the real problems of bookselling and publishing to industry. Speakers included Philip Kogan, the publisher, and Tom Woolston, the bookseller. As might be expected, a fair amount of abuse was politely exchanged concerning standards of service.

Recovery Colleges are education-based mental health resources, utilising practitioner and lived experience expertise, promoting skills to enhance student independence. The purpose of this paper is to evaluate the impact of engagement with a Recovery College in Northern England on student wellbeing.

Feedback questionnaires were analysed from 89 students attending the Recovery College. Short Warwick-Edinburgh Mental Wellbeing Scale (SWEMBS) and “Empower Flower” (a measure of personal resources) data for 56 students were compared pre- and post-attendance at courses.

The SWEMBS and Empower Flower indicated improvements in wellbeing and personal resources pre- to post-attendance at Recovery College courses. Satisfaction with the service was high. Students saw the service as unique, accepting and enabling. Students noted they developed a sense of hope, confidence and aspirations. They related this to practical changes, e.g. increasing work-related activity and decreasing service use.

This research suggests that there is a need for further evaluation of the unique contribution that Recovery Colleges can make to mental wellbeing, and the mechanisms involved in promoting the process of recovery.

The Recovery College may be a cost-effective way to provide a supportive recovery-orientated environment which promotes students’ ability to build self-confidence and skills, enabling them to connect with others and progress towards independence and valued goals. This complements more traditional mental health services.

This paper reports on an area of mental health development where there is very limited research, adding valuable data to the literature.

County Durham‐based paint manufacturer DeSoto Titanine has appointed Peter Fisk as chairman, in addition to his role as managing director.

Explores issues surrounding the recent evolution of benchmarking in the UK public sector with particular regard to local authorities. Argues that what is being done in the name of benchmarking in UK local authorities is fundamentally different to the current understanding of benchmarking practice in the private sector. Despite these differences, and somewhat ironically, the development of benchmarking in the public sector pre‐dates its popularity in the private sector. In the public sector, benchmarking is frequently in response to central government requirements, or is used for defensive reasons rather than striving for performance gains. These themes are captured in two new benchmarking typologies: compulsory and voluntary models of benchmarking. Concludes that: the reasons for benchmarking in the public sector are confused; pressures for accountability in the public sector may militate against real performance improvement; and an appropriate balance between the use of benchmarking for control and improvement purposes is yet to be achieved.

Best Value was introduced as a local government policy in 1997, after the election of a New Labour administration. The policy was designed to reconfigure service delivery by local government, with local authorities assuming the role of enablers rather than service providers. In order to help achieve this change, Best Value was constructed around a balanced scorecard approach. As a result, local authorities are examining organisational structure for a number of reasons. Internal management information requirements have changed. Best Value has also occurred at the same time as a number of other local government reforms, which are emphasising strategic decision making; accountability; transparency; sound governance and an awareness of the citizen’s perspective. Consequently, the traditional committee structure is being examined in many local authorities. This paper examines organisational changes within one local authority as a result of Best Value, which are designed to produce a more efficient, citizen focussed, and quality‐driven organisation.

Given the emphasis in today's environment on customer focus, stakeholders’ interests, public‐sector organisational performance and other methods of assessment are employed to address issues in the new public management and prevailing managerialism in measurement of public‐sector organisations around the world. Therefore, many public‐sector organisations have been encouraged to implement benchmarking as one way of satisfying the government's requirement that public organisations provide best‐value services. In order to achieve best‐value services in public‐sector organisations, benchmarking is considered to be a vital management tool and benchmarking has been used widely in private‐sector organisations. This paper focuses on providing a critical view of benchmarking to provide best‐value services to taxpayers and local businesses. The paper emphasises that, in order for benchmarking to be successful in public‐sector organisations, it is important to have a full commitment to continuous improvement, an ability to learn from others, and a commitment to implement improvement.