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The purpose of this study is to determine the outcomes of continuing education programs that are being carried out, either having positive or negative effects on the personal and professional lives of the participants.

The research method used for this study was a survey, which had been based on findings derived from a comprehensive literature review. The data collection tool was an online questionnaire with a five-point Likert scale. Questionnaires were circulated to the 120 library professionals equally divided among three online discussion groups which have high rate of library professionals’ memberships: Pakistan Library Automation Group, Pakistan Librarians Welfare Organization (PLWO) and Pakistan Library Club through emails. The 100 completely filled questionnaires were received and so the response rate was 83 per cent.

The study concluded that continuing education programs (CEPs) had positive effects on the participants’ professional as well as personal lives. The results revealed that CEPs improved librarians’ professional knowledge about digital resources, library automation and management systems, searching techniques, library management and skills regards team work. The effect on their personal lives was also noticeable: helped them to build confidence, increased personal interaction and developed their ability to research, leadership, communication and managerial skills. Therefore, the study clearly indicates that CEPs proved very helpful in capacity building of professional librarians.

The paper clearly addresses the effects of CEPs on participants’ professional and personal lives. As expressed, the results CEPs are playing an important role in the capacity building of professional librarians. This study will stimulate CEPs managing associations or organizations to check outcomes, whether they are valuable for the participants.

This paper reports the effects of formal or informal training sessions on LIS professionals’ professional and personal lives.

This paper discusses two recent studies of mental health professionals who have experience of mental distress, one in the USA and one in Australia. The purpose of this paper is to highlight different experiences, first of largely concealing their experience, and second of disclosing and using it.

The Australian study examined the barriers experienced by mental health professionals, including trainees, in relation to seeking help. The USA study reported on a sample of mental health professionals who were doing well, including leaders of services, despite current or past mental distress.

Both studies included more psychologists than other mental health professionals. Australian mental health professionals reported similar fears and barriers to those found in other studies, in addition to concern about their colleagues’ duty to report impairment to the regulating body. Professionals in the USA-based study were described as potentially helpful in reducing stigma about mental distress because their achievements demonstrated that recovery is possible. However, many of them were also cautious about who they disclosed to, and wanted further reduction in stigma and discrimination.

The Australian study highlighted specifically that the requirement to report impairment to the regulator deterred people from disclosing distress at work, making it less likely that they would get help. The USA-based study was ground-breaking in documenting achievements of a substantial sample of mental health professionals with experience of mental distress. Potentially more professionals being “out and proud” might help increase recovery and social inclusion for service users more generally.

Investigates the role of the professional in a firm offering professional services aiming to answer the questions of: what marketing activities the professional might use; what proportion of his/her time should be divided into what areas; and how marketing sales and costs might be calculated. Looks at current practices in this area, and attempts to find conceptual frameworks to guide professional service firms in the marketplace.

Professionals subscribe to a given set of shared core values which define their profession. In medicine they relate to the saving of life and healing of the sick. Autonomy is concerned with the extent to which the professional body can set its own rules and standards which illustrate the ethos of the profession and define its character. It is the professionals collectively who monitor the profession in terms of procedures, practice, entry requirements and licences. Society′s role is to determine what is appropriate or acceptable behaviour by professionals and it is increasingly asking about medical activities from a standpoint of priorities of need, appropriateness and value for money. There have traditionally been two types of professional group, random and clustered but we are now beginning to see the emergence of a third type, the managed group. The management of clustered professional groups is extremely difficult. Professional and academic freedoms are jealously guarded while organizational goals are relegated in comparison. The task facing managers in health care is daunting but there are signs of progress. We are beginning to see the emergence of a new partnership between clinicians and managers with agreement on collective interpretation of clinical values leading to the development of an enhanced ethos of health care which is better suited to the needs of the patients.

This national study of 540 executives in the health industry was designed to examine organizational factors which influenced participation of male and female executives in their professional associations. Instrumental and expressive factors which influenced association membership were also analyzed by gender to assess preferences for specific membership benefits.

Survey methodology was used in this study with questionnaires mailed to 1,680 executives in the US resulting in a response rate of 32.1 percent. Dreher and Ash's mentoring scale was used to analyze preference for specific instrumental and expressive benefits.

Dues posed an organizational barrier to participation in a professional association for female executives. Gender differences also influenced the type of instrumental and expressive benefits desired by executives.

Future studies should explore multiple association relationships to assess if there are structural or professional factors which contribute to particular network constellations.

Few studies focused on organizational barriers or key benefits that may affect participation in professional associations.

The National Health Service (NHS) has many different kinds of professionals and managers working underneath its large umbrella: non‐clinical managers administer the work of health‐care professionals, who in turn are concerned with the management of patients’ treatments. Delivery of health‐care services involves the managers and professionals working together to achieve a service that is good for, and acceptable to, patients. A change in the philosophy of the NHS is indicated by the growing acceptance, by both managers and professionals, of the necessity to elicit the views of patients (i.e. the expectations and perceptions of service users) and to incorporate these views into the planning and implementation of services. Discusses one such attempt to elicit the perceptions of service users, and reports on the preliminary findings of a patient‐centred audit which has been undertaken in Southend Community Care Services NHS Trust. Discusses the effects that the audit has had on the chiropody services in Southend, for both non‐clinical managers and health‐care professionals, in order to highlight the usefulness of the approach.

This paper aims to explore the role of organisational leaders and leaders within the professions in ensuring that society is well served by its professionals.

This paper draws on the authors own observations over 25 years of educating and developing clinical leaders.

This paper explores the particular challenges of leading professionals in fields such as, law, education or healthcare, where relationships can often be fraught and combative rather than constructive and effective. The paper concludes that if leaders insist on managing professionals as part of a connected hierarchy it will simply continue to provoke resistance.

This paper explores the particular challenges of leading professionals in fields such as, law, education or healthcare, where relationships can often be fraught and combative rather than constructive and effective.

Certified public accountants (CPAs), internal auditors, management accountants and other accounting and non‐accounting professionals rely heavily on the concept of due professional care to help assure the public that they prudently exercise their responsibilities. In turn, accountants failing to use adequate due professional care face legal actions when “problems” arise. Based on an analysis of several legal databases, ascertains how the courts view professionals’ use of due professional care and how accountants can minimize such legal liabilities. Then analyses how the CPA profession can better comply with this important auditing standard.

The effectiveness of HR programs developed to curb turnover of new professionals has rarely been subject to rigorous examination as to their success and applicability across cultures. To address this issue, we undertook a study in India to examine professional perceptions of the effectiveness of their organization's talent‐management efforts.

A random sample of 9,301 individuals (4,811 responded) from 28 companies involving 32 operating entities in India voluntarily participated in this study. Of the respondents 2,723 were new professionals. Actual turnover data for the participants was obtained a year after the initial survey.

Performance management, professional development, manager support, and socially responsible actions had a positive relationship with pride in and satisfaction with the organization. A lack of pride in and a lack of satisfaction with the organization have a strong relationship with new professionals' intention to leave and subsequent turnover.

Organizations can increase the retention of professional talent through their HR practices and actions which increase the individual's pride in and satisfaction with the organization. Although several steps were taken to achieve a high response rate, and tests on the results provided evidence against a response bias, caution is required. Because this research was conducted exclusively in India we suggest additional research be done in other country settings.

The paper discusses performance‐management, professional development, manager support, and social responsibility actions companies can take to increase retention of professional talent.

This paper discusses a large sample research study in India on four key organizational practices affecting retention of professional talent. The scope of the research using a large sample in India provides unique value on this topic.

The principal focus of this study involved the changes in bureaucratic and professional orientations of beginning teachers as they encountered the formal organization of the public school during their first year of professional teaching experience. The basic assumptions underlying the research were that teachers will relate in a positive fashion to both the norms of the bureaucracy and the norms of the profession during their initial encounter with the school in a professional capacity and that they will assume a “mixed type” dual role orientation. Data were collected from prospective teachers during their student teaching experiences and again, near the conclusion of their first year of full‐time professional employment. Responses to the Bureaucartic Orientation Scale and the Professional Orientation Scale suggests that experience in the school organization for beginning teachers is related to increased bureaucratic orientation and decreased professional orientation.