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The purpose of this study is to demonstrate how to create and sustain a successful mentoring program for reference student assistants in the liberal arts environment. The study delineates student training, program assessment and the impact on reference practice in a way that can be used at other institutions considering implementing a similar initiative.

This case study is written by professionals who have been deeply engaged in initiating, running and assessing the program. It presents the value of the program in an unbiased and objective manner by including the voices of the student mentees themselves reflecting on the experience.

The mentorship program has proven to be worthwhile and rewarding in equal measures to both the mentees and reference librarians working with our future successors. It serves an important role in inspiring and encouraging library student workers to become interested in academic librarianship as a career choice and it prepares them to be successful students in library and information science graduate programs.

Although the discussion of training reference student assistants per se is not rare in the library literature, this particular program is unique in several ways: its main intent is to mentor students who are interested in pursuing librarianship as a career goal; it occurs in the context of a liberal arts college rather than in a larger university setting, especially those offering degrees in information and library science; and it empowers students to provide in-depth independent reference services for their peers and faculty.

‘EVERY patron of a public library is an individual endowed with free choice. But to what extent is the public library acting as an effective neutraliser of individuality?’

One recent direction for leadership research has been the use of purely qualitative data and qualitative analysis. One analytical method used in this phenomenological research has been the full grounded theory method. That method has generated social process theories about leadership in organizational settings. The present research operationalizes those theories into questionnaire format. This operationalized work gives support to a one-factor model for social processes of leadership (SPL) in organizations. It also identifies four lower-order social processes of leadership. Concurrent validity is concluded from a high correlation with Bass & Avolio’s and Podsakoff’s transformational leadership constructs. The correlations are so high that the SPL scale might be tapping the same underlying construct as transformational leadership. The augmentation effect of transformational leadership over (transactional) management is also supported. Support has been obtained for ongoing grounded theory-based research into the social processes of leadership and influence, and related phenomena, in organizations.

The purpose of this paper is to show how active participants within personal challenge virtual communities (e.g. virtual health communities, online legal forums, etc.) derive learning benefits from their involvement within the community. In doing so, the research conceptualises and tests a model of engagement within such virtual communities.

This research was conducted through the design of a survey administered to an online panel of active participants from several virtual health communities. Structural equation modelling was used to test the conceptual model.

Along with well-researched concepts such as social identification, this research identifies diagnostic and prescriptive benefits as key learning benefits associated with active participation within personal challenge communities. These benefits drive social support which individuals attain from these virtual communities, which, in turn, drives engagement within the community. It is also found that anticipated negative emotions from leaving the community mediate social support and engagement.

This is one of the first studies to develop a model of consumer engagement with personal challenge virtual communities. The findings make a contribution to the field of online communities by showing how learning benefits (diagnostic and prescriptive) transpire within these communities and how these benefits lead to greater community engagement.

This paper aims to examine how conflicting brand preferences between a social group and an individual may lead the individual to hide their consumption. Specifically, the authors examine the conditions under which hiding behaviour is most likely to occur and the impact of susceptibility to interpersonal influence on the decision to hide.

Two experiments were conducted using a combination of student and adult samples. Analysis of variance and regression analyses were used to test the hypotheses.

Findings suggest that individuals are most likely to hide their consumption behaviour when group sanctions for non-conformity are severe, but the likelihood of being caught is low. Further, individual differences in susceptibility to interpersonal influence are found to affect individuals’ decisions to hide their consumption behaviour.

By identifying hidden consumption behaviour as a possible response to preference conflict, this research contributes to the literature on social influence and extends our understanding of how consumers behave when influenced by social group pressure.

The present work establishes hiding behaviour (a concept which has yet to be thoroughly explored in the literature) as an alternative yet viable response to preference conflict.

Describes the academy set up by UK delivery company Target Express to develop the talents of employees who have the dedication and ambition to succeed at a higher level in the company.

Outlines how the academy originated, what it aims to achieve and how the first employees were selected to take part. Details the tailored training they undertake and presents the comments of some of the participants.

Emphasizes the key role, in the training, of personal‐development plans, each constructed using the results of the psychometric and development testing that each member completed during the selection process.

Reveals that, although the trainees are having to work hard, they consider the effort worthwhile in terms of the career benefits they anticipate it will bring.

Highlights the importance of good HR practices in a service business.

WE write on the eve of an Annual Meeting of the Library Association. We expect many interesting things from it, for although it is not the first meeting under the new constitution, it is the first in which all the sections will be actively engaged. From a membership of eight hundred in 1927 we are, in 1930, within measurable distance of a membership of three thousand; and, although we have not reached that figure by a few hundreds—and those few will be the most difficult to obtain quickly—this is a really memorable achievement. There are certain necessary results of the Association's expansion. In the former days it was possible for every member, if he desired, to attend all the meetings; today parallel meetings are necessary in order to represent all interests, and members must make a selection amongst the good things offered. Large meetings are not entirely desirable; discussion of any effective sort is impossible in them; and the speakers are usually those who always speak, and who possess more nerve than the rest of us. This does not mean that they are not worth a hearing. Nevertheless, seeing that at least 1,000 will be at Cambridge, small sectional meetings in which no one who has anything to say need be afraid of saying it, are an ideal to which we are forced by the growth of our numbers.

The continuous pursuit of excellence is the underlying and ever present goal of benchmarking practices. Benchmarking is an external focus on internal activities, functions, or operations in order to achieve continuous improvement. It is the process of judging a company’s processes or products by comparing them to the world’s best, including those in other industries. Benchmarking is emerging in leading‐edge companies as a tool for obtaining the information needed to support continuous improvement and gain competitive advantage. In order to benchmark effectively, there needs to be a strong strategic focus and some flexibility in achieving the goals set forth by management. Perhaps the most important aspects of effective implementation are adequate planning, training, and open interdepartmental communication.

ONE OF MY oldest friends in the profession of librarianship retires next month from the post he has held for the last 19 years —that of City Librarian of Westminster.