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Suggests that the task of ensuring a high level of staff motivation requires from library managers a range of managerial, sociological and psychological skills for which they have had very little training, if any at all. These include effective communication with staff, the encouragement of good workplace relationships, the involvement of staff in the decision making process, helping staff to come to terms with change, promoting job rotation, recognising and rewarding initiative and providing relevant training for staff.

The purpose of this paper is to explore what existing literature about the care home environment for people with dementia reveals. It also evaluates the implications for practice, to show which parts of the care home environment staff feel have the most impact on the day to day lives of residents living with dementia. In turn, this paper seeks to feedback to care home management to improve practice and to contribute to research in care homes in the future.

A literature review forms the basis of this research, in addition to four semi-structured interview conducted with care home staff of different roles; allowing them to share their experiences with little restriction. Participants were recruited through informal discussions with the researcher before the research took place, as part of her job role and using purposive sampling.

Data were analysed using computer software Nvivo and identified four main categories which all participants discussed: social interaction, staff involvement, staff restrictions, staff involvement and physical elements of the environment. This research has shown the importance of staff presence in the care home environment to facilitate social interaction among residents with dementia.

The sample is very small due to staff not having the time to take part in the interview and this itself is a key finding. Interviews were able to capture feelings but not the overall experience of interaction between resident and staff, which observations would have achieved if there was more time to conduct the research.

A literature review and qualitative research signifying the importance of staff presence in the care home setting in order for the residents to socially engage in their environment. However, it has also show the lack of time that is face by staff and the impact this has on people living with dementia.

In many UK mental health services, in-patient psychiatric care is being separated from community care by having dedicated in-patient medical team. We evaluated staff satisfaction in this functionalised in-patient care. A survey was conducted amongst multidiscipli-nary staff from various teams using a questionnaire survey. On an average 14.3% of staff returned a satisfactory response for function-alisation, 57.3% had unsatisfactory response and others were undecided or perceived no change. There was no difference in responses amongst age, gender and professional groups. Mean scores of all groups were within unsatisfactory domain; however community staff compared to in-patient staff and staff with more than 5 years of experience compared to those with 1-5 years of experience returned significantly more unsatisfactory responses regarding functionalisation. Many positive and negative aspects of functionalisation were raised. The results of this evaluation suggest the need for further studies on the effectiveness of in-patient functionalisation. Short and long term clinical outcomes and the satisfaction of the patients should also be studied.

After outlining the unique functions of the Lending Division, the paper explains the interaction between it and the British Library as a whole. Policy‐making in such an organisation is complex and this is achieved by a series of meetings ranging from the British Library Board, which deals with major decisions for the whole Library, through senior management at the Lending Division holding regular meetings to discuss all aspects of its work to meetings between junior management with their staff, where minor and major problems can be ironed out. The staff structure of the Lending Division emphasises the low ratio of senior to junior staff. Because of its size and uniqueness the Lending Division pays particular attention to communications both within and without; internally this is achieved by meetings between various grades of staff and a Newsletter, externally by a number of publications, participation in conferences, extensive advisory machinery and the publication of its own journal.

Believes that an urgent need for in‐depth understanding of the relationship of staff development to education quality exists in current educational reforms, policy making, and teacher education. Based on the existing knowledge of education quality, quality management and effective schools, aims to propose a framework to show how staff development can be designed and managed to contribute to the assurance and enhancement of school education quality from the perspective of seven multimodels of school education quality. Different models emphasize different aspects of school education quality and propose different strategies to enhance it. For ensuring long‐term school education quality in a changing educational environment, staff development can be organized and managed according to the major concerns of multimodels. Proposes some practical considerations for designing and implementing school‐based staff development.

The purpose of this paper is to provide a commentary on Stocks and Slater’s paper, “Training in positive behavioural support: increasing staff self-efficacy and positive outcome expectations”.

This is a narrative review of staff training in positive behaviour support (PBS) and challenging behaviour, drawing on Stocks and Slater’s paper and the core staff competencies outlined in the PBS Competence Framework (PBS Coalition, 2015).

Taking into consideration multiple outcome measures, including staff outcomes such as self-efficacy, changes in staff behaviour, and the impact on quality of life for service users, may provide a broader insight into the effects of staff training. Supports and systems such as hands-on training, supervision, and practice leadership are also important factors that are likely to lead to positive service user and staff outcomes.

This commentary reflects on Stocks and Slater’s paper in the broader context of staff training outcomes and factors that contribute to high-quality services for people with learning disabilities and challenging behaviour.

With the aim of discovering the important factors in training staff to use newly installed automated circulation systems, libraries in New Zealand with such systems were sent a questionnaire in 1988. This asked questions about how libraries had trained staff to use the system, and the outcome of this training in terms of satisfaction with their decisions regarding training, and of sparseness of mistakes made by staff after implementation of the system. Three facets of the administration of training were vitally important: (1) The vendor of the system must be heavily involved in the training; (2) As many staff as possible must be given a detailed training in the whole system; (3) As much of the training as possible must be given before system implementation.

The purpose of this paper is to provide education on blood-borne viruses (BBVs) to prison staff to help reduce stigma within the prisons, improve the care prisoners receive and reduce the risk of occupational transmission.

An e-module was used to improve staff understanding of hepatitis B (HBV), hepatitis C (HCV) and HIV at a prison in Wales, UK. An assessment was used to gather data on prison staff understanding of BBVs prior to undertaking the e-module.

In total, 530/697 (76 per cent) prison staff completed the BBV e-module. Average pre- and post-course assessment scores were 8.6/11 and 10.85/11, respectively. Most staff understood the modes of hepatitis transmission, however, gaps in understanding were highlighted. In total, 22 per cent of staff believed HBV and HCV were airborne, 9 per cent believed transmission occurred through sharing cutlery. In total, 31 per cent of staff believed prisoners with hepatitis should declare their status to the prison.

The e-module significantly improved staff understanding of BBVs and should be incorporated into future prison training packages. Future education should include how BBVs are not transmitted with an emphasis on casual contact. Medical confidentiality in prisons should also be addressed. Improving understanding will help reduce the stigma of BBVs within prison and improve the multidisciplinary care the prisoner receives.

To the authors knowledge this is the first published evaluation of a BBV learning package for custodial staff. Evaluation of this educational package demonstrates a unique and valuable insight into the general understanding of BBVs by prison staff in Wales, UK.

This paper analyses the opinions of the Botswana National Library Service's (BNLS) Headquarters (HQ) staff and staff of the Botswana public libraries on strategic human resource management issues, which were tested by six hypotheses.

The analysis was carried out by statistical means. The t‐test was the method used for comparing the two groups' mean scores. Analyses were repeated using the Chi‐squared test.

The study identified a number of issues where staff had differences of opinion: changing employees' expectations about work, transformational leadership, job satisfaction, performance feedback and delegation of responsibility. The paper briefly discusses the issues where the status of the library influenced staff opinions.

It is to be noted that the data collected from HQ has to be used with caution because the number of respondents there was smaller than the respondents from public libraries.

The author throws light on human resource management techniques in the everyday library environment. This paper may help policy makers to identify ways in which they can motivate their employees; it may help policy planners to identify their staff's different requirements.

This paper provides a useful and insightful application of a general human resource management tool to the specific organizational context of public libraries.

Observes that staff development, undoubtedly, effectively enhances staff performance and job effectiveness, and the climate of interpersonal relations in an organization. Focuses on the need for professional staff development in an academic library and describes the state of the art of professional staff development at the University of Science and Technology Library, Kumasi, Ghana.