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The abbreviation SGML stands for Standard Generalized Markup Language. Markup refers to adding style and formatting information to text prior to publication. It is a Standard because SGML has been accepted and published by the ISO, and is not owned by any manufacturer or software vendor. It is Generalized because SGML is powerful and flexible, allowing it to be used in many applications. And it is a Language that embodies a specification for creation of a set of rules to define the structure of a document. SGML has been designed to easily cross incompatible computer platforms, and its “open” nature allows for relatively simple access and manipulation of an SGML conforming document by both people and computers. Above all, SGML proposes a new way of thinking about document creation and presentation, by shifting document style considerations to the publication process rather than the creation process. This is done by dividing the document into named, logical elements, to which any style can be later applied. A by‐product of this approach is the effective creation of a flexible database, providing further access to the data for information retrieval or for re‐publication.

Information for regularly‐issued publications held on a database, such as accessions lists, bulletins and directories, can be downloaded with embedded codes used for word‐processing commands, desktop publishing flags or a markup language. In this way the information can be formatted automatically for style and layout to facilitate printing and to enhance the final appearance. This article describes how a series of directories has been produced by the Association of Commonwealth Universities in this way using CAIRS information retrieval software and how the data must be tidied up once it has been exported from CAIRS. CAIRS' index generation facilities are also described.

Utilising Item Response Theory (IRT) methodologies, the Armed Services Vocational Aptitude Battery (ASVAB) was examined for differential item functioning (DIF) on the basis of crossed gender and ethnicity variables. Both the Mantel‐Haenszel procedure and an IRT area‐based technique were utilised to assess the degree of uniform and non‐uniform DIF in a sample of ASVAB takers. Findings were mixed. At the item level, DIF fluctuated greatly. Numerous instances of DIF favouring the reference as well as the focal group were found. At the scale level, inconsistencies existed across the forms and versions. Tests varied in their tendency to be potentially biased against the focal group of interest and at times, performed contrary to expectations. Implications for the ASVAB as well as other g‐loaded selection instruments are considered.

This article explores (1) student perceptions and understanding of Events Management; (2) how Events Management is positioned by different UK Higher Education providers through their online marketing; and (3) the perceived value of an Events Management degree among students.

A mixed-methods approach, combining an online student questionnaire (n = 524), semi-structured interviews with current first year Events Management students (n = 24) at two UK universities, and website analysis of all Events Management degrees offered in the UK.

Students demonstrate a lack of knowledge about what Events Management is, what a career in Events Management might entail and the perceived value of an Events Management degree. This suggests the need to reposition Events Management degrees within a broader applied management base. Current course marketing presents a narrow view of Events Management degrees and the narrow vocationally-laden narrative undersells and “over-vocationalises” the subject.

Understanding student perceptions better will help universities market Events Management degrees more effectively and will benefit broader efforts to illustrate the value and credibility of it as a degree subject choice and career. More balanced presentation between the practical and non-practical aspects of the courses in university marketing may help reposition Events Management alongside more readily understood vocational subjects.

This is the first study to examine student perceptions over the credibility of Events Management degrees. It also addresses Park and Park's (2017) observation that reviews of Events Management education and curricula are conspicuously absent from Hospitality and Tourism journals.

The purpose of this paper is to raise issues about Transforming Care (TC) and discuss possible solutions.

Reflections and commentary on Transforming Care following Painter et al.’s article on correlates for the risk of admission to specialist hospitals.

Concerns are raised about the initial assumptions of TC, in particular the composition of the inpatient group and impact of the existing legal framework on reducing this population. The lack of cohesion between Care and Treatment Reviews and Care Programme Approach reviews is noted, and combining meetings is suggested.

The relevance of Wolfensberger’s social devaluation analysis is explored and O’Brien’s Personal Futures Planning is recommended as a potential way of drawing these currently disparate approaches together around the individual client.

People in prisons have a high prevalence of poly-traumatisation throughout their life span. The behavioural and emotional sequalae of trauma are likely to be managed across the whole organisation. However, there is still a lack of clarity about the key components of a trauma-informed approach within the custodial context. This study aimed to gather in-depth knowledge of staff views on the components of an optimal trauma pathway in a prison and the organisational factors that influence its implementation.

The authors’ research design is qualitative, involving in-depth, semi-structured interviews with eight members of staff from different professional backgrounds at a single prison in the UK that houses sentenced and remand prisoners. Data was analysed using reflexive thematic analysis.

Three super-ordinate themes were identified within the data. Firstly, components of a trauma-informed pathway included sub-themes of asking about what has happened and knowing how to respond; providing specialist approaches; enabling residents to cope; screening and detection; and a compassionate relational approach. Secondly, organisational factors were associated with sub-themes of culture and leadership, resources and systems and processes. Thirdly, staff factors were associated with sub-themes of skills development and training, staff well-being and support and staff attitudes.

Post-traumatic stress disorder (PTSD) and complex PTSD in prisons are under-detected, and there are complex psychosocial factors within prisons that mediate the effectiveness of psychological therapies.

To the best of the authors’ knowledge, this study represents the first exploration of staff perspectives on the components of a trauma-informed pathway within custodial settings. Future directions should involve the piloting and evaluation of the components of the trauma-informed pathway, with a focus on longer-term outcomes and exploration of the organisational factors that impact on effectiveness.

Fifty eight per cent of reporting companies have a shortage of skilled workers and 64 per cent of manufacturers believe entry‐level workers lack the necessary skills to positively impact their company. The most recent reports estimate that employers spend around one per cent of payroll on training. Lack of investment in training is an often‐cited reason why companies in the USA. are losing market share to foreign competitors. This study provides data regarding the extent to which training is conducted, formally and informally, in a sample of small businesses. According to the results of the study and a review of current literature, employees need training in a variety of areas and are not receiving adequate training in today’s small business environment. The study specifically includes information with respect to: (1) the types of training that small business owners believe they need to be more successful; (2) the various training methods currently used in training both employees and managers; and (3) the primary training resources used by the small businesses. The study was intended not only to determine what is happening in training and development in small businesses, but also to make owner‐managers more aware of the importance of training to their long‐term success. If owner‐managers of small businesses worldwide both read and apply the results of the study to their own individual small businesses, they could be expected to increase the level of their training programmes and change their overall attitude towards the importance of training.