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This study investigates how university libraries in Nigeria are staffed and presents staff development opportunities and learning activities that sustain staff.

A survey research design was adopted. Purposive sampling technique was used to select 46 universities and 400 respondents consisting of 46 heads of libraries and 354 professionals from federal, state, and private universities. Content of the instrument was based on literature comprising six questions. The 327 (92.4%) usable responses were analyzed using descriptive statistics and presented in simple frequency tables.

The study showed that library workforce in Nigerian universities included different categories of professionals and para-professionals having diversified job opportunities and duties. Most libraries had staff development budget and respondents received various forms of assistance to foster learning. Although all nontransferable skills recorded high mean, respondents accorded less importance to nonlibrary personal skills that can be used to leverage the expectations of recruitment, retention, and sustainability.

The study was limited to practicing professionals but has staffing implications for all libraries across Nigeria.

Many professionals may lack the appropriate multi-skills that would enhance exploring new approaches and breaking out of traditional ways of operation in the different library and outside library settings.

The study contributes to knowledge about sustaining library staff in relation to adopting the recommended skills on a broad scale, and assessing how their acquisition can change the perception of professionals to its immense contributions to sustaining them in the workforce.

This paper aims to focus on staff injuries arising from incidents involving physical intervention (PI) with service users in a forensic, learning disability hospital.

Incident reports and individual electronic patient records were analysed to review all incidents in which staff were injured from January‐September 2011.

Injury rates for staff were consistently higher than those for service users over the nine month period. The majority of staff injuries happen as a result of an assault on staff by the service user either before PI is used (36.3 per cent) or during the PI process (47.6 per cent). The remaining 16.1 per cent of staff injuries occur as a result of accidents during PI (12.9 per cent) or re‐escalation of aggression after the incident (3.2 per cent). Very few (4.8 per cent) staff injuries are reported as “serious”. Most serious injuries are caused by kicks from service users. Kicks from service users are the highest cause of all staff injury.

This review is a retrospective analysis of incident reports and as such does not capture the richness of data which would be available in the planned qualitative piece of research.

The findings of this review can be used to inform aspects of physical intervention training which may be tailored to specifically address areas where staff are at increased risk of injury.

This review is unique in the available literature in highlighting the point at which the injury occurs during the PI process.

The purpose of this paper is to explore distinctive yet simple strategies for sustainability in academic libraries focussing on structured communication templates for stakeholders, pre-planned daily programming, and regularized, self-sustaining staff development.

Case study of unique strategies implemented at Nanyang Technological University Libraries.

Each of the three strategies has been successfully launched though they are at various stages of maturity. The first two strategies (structured communication templates and daily programming) have been implemented quite recently, whereas the staff development programme has been running for some time. Findings indicate that sustainability in all of these cases is directly linked to good planning which either minimizes daily, weekly or monthly work, and/or helps to clarify goals and focus action.

These strategies are feasible, transferable, malleable, and impactful such that other academic libraries with varying staffing structures can adopt and adjust them to their local needs.

Implementing simple sustainable services and strategies can have real impact and can provide alternatives to large-scale projects that may be too resource intensive for many to undertake on a regular basis.

Most libraries in higher education are facing the challenge of providing valued and improved services with the same or fewer resources. Focussing on the library learning service at one university, the purpose of this paper is to consider how libraries can find new service models with contracting resources while aligning with institutional and professional values and providing value-in-use for end users and key stakeholders.

Following a discussion of sustainability as relevant to library services, the paper presents a case study of one library’s approach to sustaining its library learning service.

The sustainability of library services is aided by developing a service blueprint that provides direction and structure yet is dynamic and responsive. To be successful the approach should be grounded in resource realities, encourage scalability where possible and address the values and needs of key stakeholders.

The paper presents a workable, integrated approach to managing a library learning service so that it delivers value and is sustainable.

The fallout from numerous inquiries into the death of patients, as well as the timely development of various pieces of anti‐discrimination and human rights legislation have all led to a major shift in the way physical restraint techniques are now used. Even so, techniques remain potentially harmful, with danger present in every application. This paper seeks to discuss this issue.

A review of the relevant literature revealed a large number of the psychiatric population are uniquely vulnerable to harm. The paper then examined how the way that this risk is managed could be enhanced.

The literature review revealed that a significant minority of patients in forensic settings engage in the types of damaging or injurious behaviours that may, as a last resort, require physical intervention. Physical intervention systems, some of which have migrated across into forensic settings from police and prison training portfolios, are often comprised of generic techniques which are applied in an unmodified form to patients; this mismatch can increase risk. The authors draw on a developing body of literature that examines how physiotherapists and manual handling experts can be used to enhance risk management strategies by formulating patient screening systems, applying bio‐mechanical knowledge to the configuration of holds, as well as developing technique risk assessment procedures and supporting trainers.

This discussion paper enriches the current debate on how risk can be managed within the context of restraint, as well as that of how best NHS resources can be used in practice.

To provide an overview of the change to NHS Clinical Governance Support Team's Board Development Programme.

The background to the programme, the methods adopted by the Board Team and lessons learned are outlined. Commitment and active support at Board and senior levels are known to be essential for organisational change and, in order to help translate aims into strategic priorities and to implement these into improved services, the Clinical Governance Board Support Team was formed in 2000 as part of the overall NHS Clinical Governance Support Team (CGST). Its members provide advice and support to NHS personnel who are involved in improvements to health care services.

The team worked initially with Boards of acute NHS Trusts and later with Primary Care, Ambulance and Mental Health Trusts. Among the lessons learned from their own work and the increasing body of research‐based evidence is the importance of the leadership role of the Board in fostering a positive culture of change, enthusing and empowering staff. Other factors are the effectiveness of communication with external organisations, scrutiny of all points of contact with users of the services and involvement of users – patients and carers – at all stages. The Team evolved during the programme, strengthening its clinical base and introducing patients and carers as associates. In order to meet demand and increase capacity of the Team, learning materials have been developed and these and their experiences widely disseminated. An example of success is demonstrated by the progress made by a pilot cohort of Primary Care Trusts.

This review summarises the aims, objectives and progress of the work of the Board Development Programme.

Provides an in‐depth description of the expatriate management practices of four Canadian multinationals in order to determine how closely Canadian practices correspond to the “best practices” described in the international HRM (IHRM) literature. Toward that end, reviews the IHRM literature. A qualitative study design was employed, in the form of a holistic multiple case study with four Canadian MNCs. Results indicated that, contrary to trends noted in the literature, the Canadian firms studied do not neglect expatriate management practices, although they do not fully implement such practices either – at least not to the extent advocated in the literature. The key explanation put forth is the lack of any systematic evaluation of these practices, which might have enabled shortcomings to be more readily recognized. The other key finding was that the participating firms relied extensively on expatriates to be proactive in managing various aspects of their own careers. Discusses implications.

This paper aims to describe how knowledge management (KM) in planning can support the sustainability of innovation in a hybrid, joint-use facility. The case study research studies ImaginOn, a 15 year-old children’s library and theater for young people in Charlotte, NC.

This research used KM model analysis of qualitative data about tacit-explicit knowledge, intellectual capital (IC) and cognitive modes of collaboration. Both historic documents and primary data (from field study observations, interviews and a questionnaire) were analyzed for informal KM practices. Semi-structured and unstructured interview questions about innovation were used.

This study found evidence of tacit knowledge sharing, the growth of IC and the operationalization of collaboration to promote innovation. Although traditional KM terms were not used by staff, an integrated model framework demonstrates how KM practices promote innovation in planning joint-use facilities.

Although a study of a diverse cultural collaboration rather than two libraries, the KM practices that supported innovation and collaboration in this hybrid, joint-use facility might be applied to libraries. Future KM model research on joint-use organizations could investigate merged businesses, government programs and non-profits.

The library and theater institutions in ImaginOn impact the lives of children and parents in meaningful ways that support community understanding, art, diversity and social interaction.

Research on joint-use libraries began in the 1960s. This case study provides unique model analysis of KM practices in a hybrid, joint-use facility (a library and theater). The innovative success and sustainability of ImaginOn illustrates the application of KM for strategic planning and aligning IC and business assets.

While prior control studies typically focus on organizations with an instrumental approach to corporate sustainability, this study concentrates on organizations with an integrative approach, as the latter is needed to address the grand challenge of sustainable development. As such organizations do not single out the financial objective as the dominant one, they pursue a hybrid mission. This study investigates how a control package can be designed that ensures the persistence of such a hybrid mission.

A case study is undertaken at a luxury hotel chain in which a financial and an environmental objective are continuously balanced. Self-determination theory is used to substantiate insights into how psychological need-supportive controls can be designed at all organizational levels.

This study highlights how controls are not only needed to direct staff behaviour towards the environmental objective but also to ensure that staff at all organizational levels prioritize the objectives in such way that the hybrid mission can be sustained. Besides structural differentiation and centralization of decision-making, the case organization designed need-supportive controls to foster staff's internalization of the environmental objective and value as well as of the integrative approach.

As the need-supportive socialization process fostered staff's integration of the environmental value, this study highlights the transformational potential of controls.

This study provides a unique account of a control package directing staff behaviour towards the balancing of multiple objectives.

East London NHS Foundation Trust (ELFT) is a major provider of mental healthcare and community health services. Quality improvement (QI) has become central to its organisational policy and goals for which it has received national and international attention.

This piece reflects on the Trust's transformation and its approach. It provides many examples and discusses several of the associated challenges in building and sustaining QI momentum. It is the result of a range of perspectives from staff involved in planning and building large-scale QI capability. It contextualises QI's current status in UK mental healthcare.

Several key factors were identified: board-led commitment to organisational transformation; investment in training and resources to support staff motivation; clear and realistic project goals in line with the service's over-arching strategic direction; support for service users and staff at all levels to get involved to address issues that matter to them; and, finally, placement of a high value on service user and staff qualitative feedback.

Building QI capability represents a significant challenge faced by all large healthcare providers. Sharing experiences of change can assist other organisations achieve the necessary buy-in and support the planning process.

Achieving and sustaining lasting organisational change in healthcare is challenging. This article provides a background on QI at ELFT and reflects on the pathway to its present position at the forefront of the application of QI within healthcare.