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This article describes the processes undertaken to implement change in East Lancashire adult mental health services through New Ways of Working. The views of users, carers and staff of the services at the start of the project are described, and an overview offered of the development work that took place to support the change. Barriers to change are also described.

Considerable research has been conducted into the problem of sexual harassment in the workplace, although most of this research has been undertaken in the United States, particularly since the 1970's (Mackinnon, 1979; Rowe, 1981; Collins and Blodgeth, 1981). In 1974, for example, a group of women, almost equally black and white and with economic backgrounds ranging from very affluent to poor, discovered a common thread in their employment careers, which Farley (1980, p.1) summed up, saying:

Research within the inter-organizational field has until recently focused on the formation and maintenance of business relationships, while less research has been directed toward the study of relationship ending. Lately, however, research on dissolution and related constructs, such as exit intention and switching has emerged (Halinen, Havila, & Tähtinen, 1999a; Prim-Allaz, 2000; Tähtinen & Havila, 2004; Vaaland, Haugland, & Purchase, 2004). Some literature focuses on the reasons and antecedents to relationship dissolution (Ping, 1999; Haugland, 1999; Wathne, Biong, & Heide, 2000), while other research investigates the process and consequences of relationship dissolution (Grønhaug, Henjesand, & Koveland, 1999; Giller & Matear, 2001; Alajoutsijärvi, Möller, & Tähtinen, 2000). Yet, few studies have investigated relationship dissolution in cross -national dyads. Specifically, the current research examines how supplier reps’ cultural knowledge, cultural adaptation and communication affect buyer tolerance of conflict in cross-national business relationships. The construct tolerance of conflict refers to the intention to discontinue the business relationship with the current partner given conflict situations. This construct is therefore conceptually close to exit intention; a construct frequently used in relationship dissolution studies (e.g. Ping, 1993,1995; Halinen & Tähtinen, 1999b).

The purpose of this paper is to examine the salary and promotion negotiation practices of female and male school psychology practitioners and university instructors of school psychology practitioners in order to determine whether salary differences exist between male and female employees in the field of school psychology, which has become a female‐dominated profession.

A total of 191 female and 115 male faculty members and 148 female and 56 male school psychologists completed a survey regarding salary, negotiation practices, and job satisfaction.

Results suggest that females earn less than male colleagues, controlling for years of experience and degree attainment. No gender differences were found regarding faculty participants' willingness to negotiate for increased salary; however, males were more likely to negotiate for promotion. Likewise, no gender differences were evident in practitioners' salary and promotion negotiation attempts, although none were expected, given the salary schedule constraints unique to occupations in the field of education.

The paper is limited to one profession, albeit both university faculty and school psychology practitioners, and was conducted in the USA, so the findings may have limited generalizability to other professions and/or in other countries.

The paper demonstrates that gender pay differences exist despite no differences in males' and females' willingness to negotiate for salary. Consequently, it is likely that pay differences between men and women are due to reasons other than individuals' education levels, years in position, and negotiation practices.

This is the first paper that tracks salaries and the negotiating practices of school psychologist trainers and practitioners. It also finds that male/female salary differences carry over into a female‐dominated profession.

Unquestionably, the appraisal interview is a significant part of the performance appraisal process. It is in this formal interview that feedback on subordinate performance is communicated, salary/promotion discussions are held, ways of correcting performance deficiencies are discussed, training and development needs are explored, and future work goals and objectives are delineated (Eichel & Bender, 1984; Pratt, 1985).

THE popular image of Ireland is of a land where one can enjoy the perfect holiday. If you are a golfer, fisherman, rambler or if you just enjoy good food and of course the black nectar for which it is famous, then Ireland is the place to go, take the word of TV Chef, Keith Floyd. Ireland however, unlike many small countries, is not content to base its economy on tourism.

Considerable research has been conducted into the problem of sexual harassment in the workplace, although most of it has been undertaken in the United States, particularly since the 1970s. In 1974, for example, a group of women, almost equally black and white and with economic backgrounds ranging from very affluent to poor, discovered a common thread in their employment careers, which Farley summed up, saying:

Reports a nationwide questionnaire survey of health service and local government union and non‐union workers in the same workplace carried out by NUPE to investigate what factors are influential in the choice to join or not to join a union. Results suggest financial benefits are not an incentive and show that stewards play a pivotal role in recruitment.

There are many compelling social and economic reasons why managers and professionals may decide or be obliged to consider changing careers at mid life. While 30 years ago, only two out of every 100 executives were likely to make a radical career change, during the last decade, this figure has risen to 35 per cent. In reviewing the literature, examines the needs and motives for career change and the individual, organizational and wider societal factors likely to facilitate or impede that change. Reports on a continuing study comparing the experiences and characteristics of successful and unsuccessful mid‐career changers and suggests that personality differences may play an important role in determining outcomes.