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Details are given of a survey carried out in a large scientific special library on the comparative accuracy of the author and title information which the user brings to the catalogue. The sample was restricted to requests for book material. The results are analysed in detail and show the title to be more accurate. Some suggestions are made for extending this type of survey.

The success of mergers and acquisitions are contingent upon organizational operations, legal structures, and fiscal responsibilities. Each of these areas requires a proper mix of human capital – people – assigned to carry out the objectives and goals of the emerging entity. Within the general knowledge of Mergers and acquisitions (M&As), research focusing upon these aspects of human capital have been lacking. This chapter adds to the current knowledge of M&A human resources by establishing a framework that can direct future research.

Adverse cyber events, like death and taxes, have become inevitable. They are an increasingly common feature of organisational life. Their aftermaths are a critical and under-examined context and dynamic space within which to examine trust. In this paper, we address this deficit.

Drawing on pertinent theory and reports of empirical studies, we outline the basis of two alternative subsequent trajectories, drawing out the relationships between trust, vulnerability and emotion, both positive and negative, in the aftermath of an adverse cyber event.

We combine stage theory and social information processing theories to delineate the dynamics of trust processes and their multilevel trajectories during adverse cyber event aftermaths. We consider two response trajectories to chart the way vulnerability arises at different levels within these social systems to create self-reinforcing trust and distrust spirals. These ripple out to impact multiple levels of the organisation by either amplifying or relieving vulnerability.

The way adverse cyber events aftermaths are managed has immediate and long-term consequences for organisational stakeholders. Actions impact resilience and the ability to preserve the social fabric of the organisations. Subsequent trajectories can be “negative” or “positive”. The “negative” trajectory is characterised by efforts to identify and punish the employee whose actions facilitated the adverse events, i.e. the “who”. Public scapegoating might follow thereby amplifying perceived vulnerability and reducing trust across the board. By contrast, the “positive” trajectory relieves perceived vulnerability by focusing on, and correcting, situational causatives. Here, the focus is on the “what” and “why” of the event.

We raise the importance of responding in a constructive way to adverse cyber events.

The aftermaths of cyber attacks in organisations are a critical, neglected context. We explore the interplay between trust and vulnerability and its implications for management “best practice”.

This empirical investigation studies the correlates and predictors of employees’ psychological outcomes during mergers and acquisitions (M&As) in the context of India. This study examined the role of different types of training initiatives (awareness training, human capital development training, and cross-cultural training) on building employees feeling of psychological empowerment and thriving. Further, second-order attitudes were studied in the form of employee satisfaction and commitment. A cross-sectional research design was adopted where quantitative and qualitative data were collected to investigate the interplay between the variables. Data were collected on an adapted standardized questionnaire from the employees of a public sector organization (N = 117) which had merged with a software company to deliver its IT services. Descriptive analysis, multiple correlational analysis, and stepwise regression analysis have assisted in exploring the different relationships amongst the variables. This study produces a prescriptive framework for merger success based on the model of growth and thriving (Spreitzer & Porath, 2012). Broadly, the results point towards the facilitative role of training in developing feelings of psychological empowerment, thriving, commitment and satisfaction with the merger, however qualitative data identified significant cultural undercurrents.

Human selection of periodical references from the full text, for inclusion in the Mass Spectrometry Bulletin, is compared with the retrieval from the same source material by the mechanized current awareness SDI services of CT and ASCA. Results show human selection to have retrieved substantially more references than SDI using brief, high relevance profiles. Experiments with CT using a larger profile show an increase in recall but a drop in precision. Precision is assessed in relation to the selection/rejection policy for the Bulletin, which is briefly discussed. The effectiveness of the SDI services as a means of indicating references in periodicals outside the range of those examined in detail is also discussed.

An IBM 029 card punch is used daily to prepare transaction cards, based on master cards for books and borrowers, which form the computer input to update and process the library loans files on disk once each fortnight. The system handles over 100 new loans and renewals each day, giving an annual total of some 25,000 transactions. Output from the computer includes addressed overdue book reminders and various lists. Overall running costs average £120 per month with the cost of a single loan transaction 6p. The same system also controls reports loans. A computer‐based loans control system has been operating at Aldermaston since 1965 when a punched card system, designed for use with an IBM 1460 computer was introduced to replace a four‐part continuous stationary system which had become ineffective through overloading and staff shortage. This, the first computer‐based loans control system to become operational in the United Kingdom, was adapted from one used at the General Electric Company's nuclear establishment at Hanford. The system continued to operate on our next computer, an IBM 360/40 using the ‘1460 emulation mode’, but with the loss of this feature in 1969 when an IBM 360/50 computer was installed it was necessary to reprogram. The time available in which to reprogram was limited by the computer changeover date to only a few weeks. In view of this, and our ultimate aim of fully integrated loans and catalogue records with on‐line access which will require a completely new system, it was decided to make only essential changes and modifications to the existing system. The resulting system (Fig. 1) while basically similar to its predecessor in outline is more sophisticated in detail. The library serves a potential 2,000 customers and has two distinct and separate service points: the Reading Room with a collection of over 26,000 books and pamphlets, of which approximately 7,000 are on loan at any one time, and the Reports Library which has over 230,000 microfiches and microcards and a further 46,000 paper copy reports. The loans control requirements for both departments are similar but not identical. Reports are on closed access, are less used individually than books, have complex serial number references and some are security classified with inherent receipting requirements. One set of program routines processes the loans records of both sections,but on alternate weeks, giving a fortnightly update to each department. A brief tabular outline of the system has already been published in Program. In this paper the description concentrates on the book loans procedures with only a summary of the reports procedures where the differences are substantial.

The use of social media information for personnel decisions in mergers and acquisitions (M&As) could have greater effects on employees in targeted firms of M&As. Negative information from social media can facilitate employee departures especially during reorganization efforts. Managers should be aware that personnel decisions using information gained from social media could have legal ramifications. As such, appropriate policies concerning social media should be in place to guide organizational decision making. Although social media has been a part of society and business, research on its influences on human resources, employment decisions, and organizational behaviors has been limited. As such, this paper reviewed the current literature on social media and suggested ways to advance studies in the field.

The main purpose of the study is to identify the relationship between human resource management (HRM) practices and impersonal trust. The study focuses on five HRM practices, namely training, fair reward and promotion opportunity, employment security and performance appraisal and impact of those on impersonal trust.

Data for the study have been collected from 384 front line service provider female employees of 39 private commercial banks through non-probability judgmental sampling technique and analyzed by applying structural equation modeling-partial least square (SEM-PLS) method.

The findings of the study reveals that all the five HRM practices, namely training, fair reward and promotion opportunity, employment security and performance appraisal, are positively and significantly related with impersonal trust.

Private commercial banks in Bangladesh are rapidly growing and facing huge competition to improve the competitive advantage of employees. Impersonal trust of employees is required for achieving competitive advantage. Due to the lack of research and scanty of knowledge in that field, the study offers a new avenue of existing knowledge to the stakeholders and researchers on how to develop impersonal trust with necessary recommendations.

The purpose of this study is to explore factors that help to determine employee trust in and affective commitment toward the organization.

Data for this study were collected using surveys administered to employees of a company located in the southeastern United States. The final sample included 391 matched supervisor–subordinate dyads.

We found organizational signals of trustworthiness led to affective commitment through increased levels of employee trust. Employees and supervisors who perceived HR professionals to be competent, who felt organizational information distributions were of high quality and who felt the organization disclosed relevant information exhibited higher levels of trust in the organization. Employees showed higher affective commitment when they trusted the organization. We found that supervisor trust directly impacted subordinate affective commitment as well.

These findings help extend signaling theory from the attraction of employees to their retention and help researchers and practitioners alike to understand the organizational trust- and commitment-building process.