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This study explored how intermittent work capacity (IWC) presents in workplaces in order to advance conceptual understanding of this phenomenon and establish a set of initial principles to assist in its management.

The study followed a grounded theory approach in a multi-stage data collection process. In total, 25 employers representing diverse employment sectors were recruited with a goal of exploring their experiences with IWC. The first phase of the study comprised individual interviews with all employers. A subset of these employers later participated in two focus groups organized by company size. Finally, in-depth case studies were conducted with two information rich organizations to understand their approaches to managing IWC. Analysis methods consistent with grounded theory were used.

Although employers have a variety of positive motivations for supporting employees with IWC, they are challenged by the uncertainty arising from the unpredictable work patterns associated with IWC. Five distinct expressions of uncertainty were identified. Negotiation of this uncertainty involves attention to a range of factors, including intrapersonal factors, workplace relations and morale, specific job demands, communication processes, and structural and organizational factors.

The findings of this study advance understanding of the expression of IWC, and factors that influence its impact. This paper presents a series of workplace strategies that both enable the well-being and capabilities of employees who experience IWC, and ensure productive and diverse workplaces.

The findings of this study advance understanding of the expression of IWC, and factors that influence its impact. This paper presents a series of workplace strategies that both enable the well-being and capabilities of employees who experience IWC, and ensure productive and diverse workplaces.

This paper is an initial attempt to discuss the American institutionalist movement as it changed and developed after 1945. Institutionalism in the inter-war period was a relatively coherent movement held together by a set of general methodological, theoretical, and ideological commitments (Rutherford, 2011). Although institutionalism always had its critics, it came under increased attack in the 1940s, and faced challenges from Keynesian economics, a revived neoclassicism, econometrics, and from new methodological approaches derived from various versions of positivism. The institutionalist response to these criticisms, and particularly the criticism that institutionalism “lacked theory,” is to be found in a variety of attempts to redefine institutionalism in new theoretical or methodological terms. Perhaps the most important of these is to be found in Clarence Ayres’ The Theory of Economic Progress (1944), although there were many others. These developments were accompanied by a significant amount of debate, disagreement, and uncertainty over future directions. Some of this is reflected in the early history of The Association for Evolutionary Economics.

Although a large contingency of theory and research has been conducted in the area of individual and interpersonal communication, relatively few theoreticians have focused on the broader character of communication at the organizational level of analysis. With the increasing emphases on total quality, leadership, adaptive cultures, process reengineering, and other organizational change and development efforts, however, the need to understand the process and function of organizational communication at a broader, more systemic level is paramount. The following paper attempts to address this issue by providing: (1) a comparative review and critique of three “classic” theoretical approaches to describing the importance of communication in organizations and the relationship between communication and organizational functioning (open systems theory, the information‐processing perspective, and the communication as culture framework); and (2) a new integrative framework—the CPR model of organizational communication—for conceptualizing and understanding the nature of communication in organizations based on constructs adapted from these three perspectives. The model is then used both in an applied example to help diagnose an organizational system and to stimulate suggestions for future research.

In an address to the East India Association Sir John Woodhead drew upon his experience as chairman of the Famine Inquiry Commission to review in authoritative fashion what Lord Scarborough described from the chair as one of the most important requirements of to‐day, that of increasing the food supplies and improving the diet of the people of India. Of the present population of about 400,000,000, it has been estimated that fully one‐third are under‐nourished, while a still larger proportion are ill‐nourished for lack of a balanced diet. The staple articles of diet are rice, wheat and millet, and even when these are consumed in adequate quantities their deficiencies in proteins, fats, vitamins, and mineral salts must be made good by protective foods. The technological possibilities of increasing food production are very great. It is known that the yield of rice can be increased by anything up to one‐half by manuring and by the use of improved strains; and that potential increases in millet and wheat are of the order of 30 per cent. The Famine Inquiry Commission concluded that self‐sufficiency in cereals was practicable as well as desirable as a policy for the future, and that a large increase in protective and supplementary foods, such as pulses, vegetables, fruit and fish was entirely feasible. Nor is there any mystery as to how the increase is to be achieved. The methods which must be followed, such as the provision of an assured water supply, the utilisation of every source of fertilising material, the cultivation of improved strains of plants and beasts, the protection of husbandry from pests and of the husbandman from ill‐health—all these are familiar in plans for the improvement of the rural economy of India. What is novel, however, is the increasing recognition that only a concerted effort, on a national scale, employing the resources of the people and of the Government in close partnership, can avail to raise the Indian masses from ramshackle medievalism to ordered, progressive modernity. Improvement of diet is among the most important elements in that improvement of the standard of living which is the principal object of all Indian planning to‐day. At present, lack of purchasing power is the root of malnutrition as of many other evils; increased agricultural production and a better diet arc bound up with the process of increasing the national wealth through simultaneous industrial development. Urbanisation and higher living standards may in turn exert their influence upon the growth of population; for Sir John Wood‐head's commission found that among the upper and professional classes the birth‐rate is falling steadily. Throughout the whole population, indeed, the birth‐rate fell from 34 a thousand in 1940 to 26 a thousand in 1943; but this decline may be due to transient causes only. There seemed good grounds for hoping that the future pressure of population need present no immovable obstacle to the success of a really national movement for better livelihood.

We have before us the recently‐issued Annual Report of the Local Government Board on the work done by the Local Authorities under the Sale of Food and Drugs Acts. While preserving the general form and arrangement of its predecessors, it shows that not only the Board itself, but the local authorities also, are coming to an increasing realisation of the importance of the subject. Six years ago we had occasion to point out some of the defects attaching to these reports, and to suggest various improvements that might be made in them. We felt, and expressed at the time our belief, that the Board was much handicapped by the form of quarterly reports imposed on the Public Analyst by the Food and Drugs Acts, and by the non‐existence of any machinery by which it could get together and collate the vast amount of information which those reports ought to, but do not, yield. Until the law is altered the present system must continue, but it is striking evidence of the lack of serious study spent on the matter that for want of effective coordination and control more than one‐half of what may be considered the real and permanent value of the Public Analyst's work goes into the waste‐paper basket. The work done by most Public Analysts as individuals is limited to some few hundreds of samples of any one article of food, but the combined expeperience of them all would in most cases — assuming it could be accurately ascertained—go far towards settling in a single year many of the thorny questions relative to standards and limits which are fought out at such great length and still greater cost to the community in the courts of law.

I. INTRODUCTION In this monograph we point out and analyse various dimensions of bargaining structure, which we define broadly as the institutional configuration within which bargaining takes place, and attempt to provide some guidelines for management action. We look at the development, theory, and present framework of bargaining structure in Britain and then examine it in terms of choices: multi‐employer versus single employer, company versus plant level bargaining, and the various public policy issues involved.

“Hitherto,” remarked the Provost, Sir Gregory Foster, at the University College School of Librarianship Social on March 3rd, “The librarian has been in an unfortunate position. He was thought to know so much that it was unnecessary to teach him anything, and when he had been persuaded to become a librarian, it was thought to be unnecessary to pay him anything.” Allowing for a certain telling and colouring irony, this does really represent the position of some librarians in the past; and the hope that Sir Gregory Foster then expressed, which was echoed by Sir John MacAlister, that the new School would play its part in altering the position, is one that all librarians, however ruefully, must share. Ruefully, because the School was not established twenty or more years ago, so that they might have enjoyed its advantages, and have been prepared, in an orthodox academic sense, for the great days which are undoubtedly ahead for libraries and librarians.

This is indeed the age of revolution, when timeless attitudes are changing and new ways of living being born. To most it is a bewildering complex, with uneasy forbodirtgs of the outcome. Improvement and change, there must always be—although change is not necessarily progress—but with unrest in the schools, universities and industry, one naturally questions if this is the right time for such sweeping reorganization as now seems certain to take place in local government and in the structure of the national health service. These services have so far escaped the destructive influences working havoc in other spheres. Area health boards to administer all branches of the national health service, including those which the National Health Service Act, 1946 allowed local health authorities to retain, were recommended by the Porritt Committee a number of years ago, when it reviewed the working of the service.