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The purpose of this viewpoint is to highlight the generational difference in the workplace and how blanket learning strategies no longer work.

Working with four generations of the same family may be only a mathematical possibility in real life, as the generations usually defined when discussing workplace age diversity relate to demographic categories. However, these categories are much loved by marketers and those who favour broad stereotypes over a more thoughtful understanding of differing needs, characteristics and aspirations.

The authors cannot define what will work on the basis of generational generalisations. Understanding the “three justs” requires them to understand their learners as individuals who want to do their job to the best of their abilities.

Exclusive commentary and angle by Robin Hoyle, Head of Learning Innovation at Huthwaite International, which – having trained 30 of the FTSE 100 companies – is one of the world’s leading sales and negotiation training providers.

The purpose of this paper is to outline practical approaches to the integration of learning into the workflow based on a pragmatic analysis of different organizational experiences and to look at the difference in efficiency and effectiveness when designing such approaches.

This is a viewpoint article based on interviews with practitioners.

Integrating learning into the workflow requires a well-resourced and focused approach which may seem counter-intuitive in twenty-first-century hyper connected organizations.

This viewpoint article brings together new information from practical application of established theories in workplace learning and development. It will be of use for all learning and development (L&D) practitioners seeking to preserve effectiveness while harnessing work-based approaches.

Snakes and Ladders: Adult education and mental health video‐based action pack. Jeremy Braund, Richard Hooper, Stewart Moore and Robin Hoyle (Eds.). Looseleaf folder with 2 videos. Produced by the Lancashire Stepping Stones Project.

Mediating effects allow strategic management researchers to understand “black box” processes underlying complex relationships whereby the effect of an independent variable is transmitted to a dependent variable through a third variable. Since the seminal work of Baron and Kenny (1986), advancements have been made in mediation analysis. Thus, literature on the latest techniques for analyzing mediating and intervening varibales is presented. In addition, strategy literature published in the Academy of Management Journal and the Strategic Management Journal between 1986 and 2005 employing tests of mediation is reviewed to better understand how mediation techniques are used by strategy scholars. Finally, implications and limitations of current mediation analysis in strategy research are discussed, and recommendations are provided to strategy scholars examining mediation.

Professional touching behavior (PTB), defined as intentional touching behavior that occurs between organizational members and that falls within the boundaries of appropriateness and professionalism in the workplace, is prevalent in organizations. Scholars from multiple disciplines, including human resources researchers, have acknowledged the importance of physical contact for facilitating interpersonal communication and relationship-building. However, PTB may not only elicit positive reactions from those who receive it but also negative reactions as well, with implications for social dynamics in organizations. PTB can, on the one hand, fulfill employees’ desires for interpersonal connection; at the same time, such physical contact at work can represent a threat to employees’ health. To explain the nature and implications of these divergent effects of receiving PTB, the authors draw upon sociometer theory and behavioral immune system (BIS) theory to model the emotional, cognitive, and physiological processes via which, and the conditions under which, receiving such behavior will result in socially functional responses and prompt subsequent prosocial behavior, and when PTB will be perceived as a health risk and prompt withdrawal behavior. The theoretical framework of this chapter expands our conceptual understanding of the consequences of interpersonal physical contact at work and has important human resources management (HRM) implications for organizational managers.

The new local government performance framework, in combination with the move towards greater personalisation in services, creates a radically new funding environment for housing with care and support. From the Public Service Agreement (PSA) on achieving settled accommodation for individuals at risk of exclusion, through to the impact of local joint strategic needs asessments and individual budgets, the principles and mechanisms of the new joint commissioning culture create more opportunities for providers to articulate the needs of the client group served, and to assert the case for more joined‐up and responsive services. This may require different skills and new styles of leadership at local level, and providers who have become adept at being competitors may need to re‐discover the skills of partnership. Meanwhile, new social exclusion policy frameworks are emerging for supported accommodation, which can support moves away from institutional care for those with mental health problems.