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While the literature contains a number of studies of ethical investment funds, relatively little is known about church investment processes and practices despite the significant role they have played in the development of the sector. This paper attempts to address this lacuna by studying the ethical investment programmes of two UK churches: the Methodist Church and the Church of England. The paper initially explores the relationship between the Judaeo‐Christian church and the development of the ethical investment movement. This history reveals an engagement both at the institutional and individual level that challenges the assumed sacred secular divide now commonplace within the literature and the more recent guardian‐advocate dichotomy. Second, the paper delineates the way in which the churches theologically conceptualise this engagement and describes how these values are proceduralised through the operation of the funds. The final section provides an immanent critique of church investments both at a performative and theological level. The aim of this concluding section is to engage with the churches in exploring the broader potential for the church in effecting social change.

The purpose of this paper is to explore the possibility of using a metric to measure user acceptability of a system prior to its implementation.

Empirical research is carried within PISO^®, an existing process improvement method that harnesses the expertise of system users in redesigning systems. A metric called “warm glow” is trialled, designed to test the level of user acceptance to system change.

The paper finds that the “warm glow” metric was applied to a number of system redesigns applying the PISO method, to check user opinion of the existing system against the proposed system. It was found that use of the “warm glow” metric does give a measured approach to gauging acceptability. Two possible influences were considered during the study. The first was the Halo effect which suggests an optimal stage in the redesign at which to rate processes in terms of user opinion. Results in this case appeared consistent irrespective of time. The second was the Hawthorn effect which suggests that simply by being “singled out” to redesign the system, user opinions will be positively biased. Findings in this respect were inconclusive. The need is noted for further research into possible effects.

It is likely that such a technique could by used more widely than within the PISO method.

The paper provides a means of testing user acceptance to systems via rating of system processes.

This study aims to evaluate the effect of Alpha-Stim Anxiety, Insomnia and Depression (AID) cranial electrotherapy stimulation (CES) on anxiety, depression and health-related quality of life for primary care social prescribing service patients with anxiety symptoms.

Open-label patient cohort design with no control group. A total of 33 adult patients (average age 42 years) completed six weeks of Alpha-Stim AID use. Pre- and post-intervention assessment with participant self-report measures: Patient Health Questionnaire (PHQ-9), Generalised Anxiety Disorder (GAD-7) and European Quality of Life Five Dimension (EQ-5D-5L).

Reliable improvement and remission rates, respectively, were 53.39% and 33.3% for GAD-7; 46.7% and 29.5% for PHQ-9. There was a significant improvement in GAD-7 and PHQ-9 with large effect sizes. EQ-5D-5L results showed significant improvements in health-related quality of life. Perceived quality of life increased by 0.17 on the health index score, with the intervention adding 1.68 quality-adjusted life years (QALYs).

Alpha-Stim AID can be delivered through a primary health-care social prescribing service and most patients will use as prescribed and complete treatment course. Alpha-Stim AID CES may be an effective anxiety and depression treatment for people with anxiety symptoms. The widespread roll-out of Alpha-Stim AID in health-care systems should be considered.

To the best of the authors’ knowledge, this is the first study to respond to the UK’s National Institute for Health and Care (NICE) request for the collection of real-world data to understand better Alpha-Stim AID in relation to people’s treatment uptake, response rates and treatment completion rates (NICE, 2021).

If you add up the shares of the market claimed by the various office equipment manufacturers, you arrive at a figure of about 385%, says one executive. VAT and metrication will increase sales and competition. But the same pressures squeezing profits will have a marked effect on the number of firms operating. Chris Phillips reports.

The purpose of this paper is to present a narrative history of the birth of human resource management in the New Zealand hotel sector. This historical development is analysed through the influence of changes in the national economic and employment relations context, the demise of national corporatist structures and individual and enterprise level agency. Thereby, the paper provides a new explanatory framework for the origins of human resource management in hotels and also presents this unique birth of human resource management as a microcosm of the wider social, political and economic “big bang” that fundamentally changed the course of employment relations in New Zealand during the 1980s and 1990s.

The data for this paper were gathered as part of a larger historical study of employment relations in the New Zealand hotel sector from 1955 to 2000. The sources for the study included semi-structured interviews and archival research, which were interpreted using manual thematic analysis.

The paper presents an original explanation of the birth of human resource management in New Zealand hotels by drawing on historical changes in national frameworks, corporatist approaches and individual agency, and thereby, it illustrates the uniqueness and intensity associated with the implementation of human resource management in New Zealand hotels.

This paper makes a significant contribution to the scant literature on the historical origins of human resource management. It also explains the historical and contextual embeddedness of various employment relations approaches in New Zealand hotels.

An increasing amount of attention is being given to the role of small firms in the country's economy and to the problems they face in improving their efficiency. Industrial Training Boards, for example, finding in some cases that as many as 90% of the companies in their scope employ less than 100 persons, have had to think out some practical ways of making sure that small companies can earn training grant. However, much of what is offered in the way of training for the small firm is simply large firm practice adapted and watered down. Very few solutions offered to the small firm's training problems have stemmed from detailed analysis of what those problems are and whether or not they differ in kind rather than in degree from the problems faced by the large company. This is particularly true with management training and development in the context of the small firm. The purpose of this series of three articles is to argue that the situation within which the small firm operates is different from that of the large company, that this difference is reflected in the organisation, finance and operations of the small firm and that it is therefore necessary to identify the particular training needs of the small firm and base training policies and programmes on these needs. The first article puts forward some suggestions as to what the distinguishing marks of the small firm may be, the second looks at three case studies of the work of small firm owner‐managers, and the third tries to assess the implications of both the theoretical view, and of what happens in practice, for the development of training policies that are more in tune with the requirements of small companies.

Notes a broad agreement that small and medium‐sized enterprises (SMEs) fulfil a critical role in modern economies, and therefore their ability to survive, remain competitive and produce high quality outputs is of utmost importance at both micro and macro levels. Focuses on total quality management (TQM), a new management paradigm, which is successfully competing with the well‐established paradigms such as scientific management. Argues that implementation of TQM principles can potentially help SMEs to enhance their robustness, as well as improve the quality of their final output. However, observes that, by comparison with the large organizations, SMEs have been slow in implementing TQM. Examines the differences between the characteristics of SMEs and large organizations; the relationship between the size of organization and inherent characteristics of TQM; and the effect of organization size on the implementation of TQM using deductive research. Using the case data, develops a ten‐step methodology for the implementation of TQM in SMEs.