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The advent of the European single currency and the UK’s decision not to participate in the Euro start‐up has placed the UK interest rate policy in a pivotal position. However, the competing fundamental positions are unclear with irreconcilable targets, a regime change or new paradigm, and supported by a poor forecasting record. In this paper an alternative approach is considered, dispensing with fundamental ideology. Forward looking interest rates are based on pattern recognition and congestion. This approach assumes that the data series can be interpreted as a memory pattern using past performance. Attention is focused on the votes of constituent members of the Bank of England’s Monetary Policy Committee. The point and figure chart is able to identify structural breaks in the data, thus only relevant time periods need be considered. Finally, the results become a leading indicator for competing fundamental models.

I suppose that most noticeable of all the changes in our profession since I came into it has been the multiplicity of the methods by which one can become a librarian. A. E. Standley says in a recent article in the L.A.R., in 1970: “The term librarian includes the Library Association chartered librarian, the graduate with a degree in librarianship, the scholar librarian, the information and intelligence officer, the translator, the abstracter, the non‐library‐qualified subject expert”.

For many of the current leadership theories, models, and approaches, the answer to the question posed in the title, “Is leadership more than ‘I like my boss’?,” is “no,” as there appears to be a hierarchy of leadership concepts with Liking of the leader as the primary dimension or general factor foundation. There are then secondary dimensions or specific sub-factors of liking of Relationship Leadership and Task Leadership; and subsequently, tertiary dimensions or actual sub-sub-factors that comprise the numerous leadership views as well as their operationalizations (e.g., via surveys). There are, however, some leadership views that go beyond simply liking of the leader and liking of relationship leadership and task leadership. For these, which involve explicit levels of analysis formulations, often beyond the leader, or are multi-level in nature, the answer to the title question is “yes.” We clarify and discuss these various “no” and “yes” leadership views and implications of our work for future research and personnel and human resources management practice.

High-involvement work processes (HIWPs) are associated with high levels of employee influence over the work process, such as high levels of control over how to handle individual job tasks or a high level of involvement at team or workplace level in designing work procedures. When implementations of HIWPs are accompanied by companion investments in human capital – for example, in better information and training, higher pay and stronger employee voice – it is appropriate to talk not only of HIWPs but of “high-involvement work systems” (HIWSs). This chapter reviews the theory and practice of HIWPs and HIWSs. Across a range of academic perspectives and societies, it has regularly been argued that steps to enhance employee involvement in decision-making create better opportunities to perform, better utilization of skill and human potential, and better employee motivation, leading, in turn, to various improvements in organizational and employee outcomes.

However, there are also costs to increased employee involvement and the authors review the important economic and sociopolitical contingencies that help to explain the incidence or distribution of HIWPs and HIWSs. The authors also review the research on the outcomes of higher employee involvement for firms and workers, discuss the quality of the research methods used, and consider the tensions with which the model is associated. This chapter concludes with an outline of the research agenda, envisaging an ongoing role for both quantitative and qualitative studies. Without ignoring the difficulties involved, the authors argue, from the societal perspective, that the high-involvement pathway should be considered one of the most important vectors available to improve the quality of work and employee well-being.

This chapter investigates the effects of the corporate sector on the effectiveness of selected tax compliance instruments in the context of large corporate taxpayers belonging to the finance, manufacturing, and service sectors. Applying multilevel logit models based on real tax office and survey data from Bangladesh, it is found that the filing compliance of large corporate taxpayers is influenced by penalty, tax audit, and taxpayer services, while reporting compliance is influenced by tax audit, criminal prosecution, and tax simplification. In the case of payment compliance, two coercive instruments – penalty and tax audit – have been found to be statistically significant. However, when sector characteristics are considered, the extent of the influence of these instruments, and, in some cases, their statistical significance changes. This suggests that the effectiveness of tax compliance instruments, among other things, largely depends on the sector affiliation of corporate taxpayers. Overall, this study establishes that corporate sector plays an important role in the effectiveness of tax compliance instruments, with the caveat that findings might be different if working definitions of the study variables were measured differently.

Purpose: Drawing upon the conservation of resources (COR) theory, the purpose of this chapter is to investigate the influence of supervisor family support (SFS) on job performance of employees through work and family demand, work-family conflict (WFC), work-life balance (WLB), job satisfaction, life satisfaction, and organizational commitment. In doing so, this chapter aims to respond to the limited existing research on WLB in the Australian financial industry, despite its substantial contribution to the economy. Study Design/Methodology/Approach: The study uses an online panel which recruits participants at different levels of financial organizations in Australia. The data comprise 305 employees to test a model with structural equation modeling. Findings: Results demonstrate that SFS relates positively to WLB and inversely to perceived family demand, WFC, and family-work conflict, with no significant link to perceived work demand. Findings show further that WLB associates positively with employee attitudes (e.g., job satisfaction, life satisfaction, organizational commitment). Results also demonstrate positive relations between employee attitudes and job performance. Finally, results show a significant positive relationship between WLB and job performance. Research Limitations/Implications: The survey data were collected from a single source (the financial industry) and from Sydney; therefore, the conclusions may carry less weight than those triangulated from multiple sources and across Australia. The variables were self-reported, which may leave the data subject to some response biases. Consistent with the past research, steps were taken to reduce single-source bias. Practical Implications: The results demonstrate that SFS is important in determining employee job performance in financial industry. It also highlights the role of work and family demand, WFC, WLB, and job attitudes. Originality/Value: The study would guide employers, employees, and managers involved in the financial industry to implement policies which may aim to augment job performance and promote balance between work, home, and life.

Organizational change is endemic and can be disruptive for leaders' emotions and subsequent behaviors. While many studies focus on employees' reactions to change, there are few that focus on leader responses to change. The focus of our study is on leaders. In this chapter, we outline a qualitative study examining a leader's emotion regulation during organizational change. The aim of our research is to better understand the emotions leaders experience during organizational change and what emotion regulation strategies they enact to support positive outcomes.

Data were collected through interviews with 25 middle and senior management who were involved in organizational change at the time of interviews. The day reconstruction method was used to evoke and more accurately capture leaders' memories of an emerging or actual change event, the emotions they experienced, and the emotional regulation strategies utilized. Conceptualizing the change as a disruptive affective event, we asked participants to recall scenarios related to the change that triggered an emotional response and drew on the process model of emotion regulation (Gross, 1998a) to interpret these data. To round off the interviews, we captured the leader's personal outcomes from the emotion regulation strategies enacted.

Based on the data, leaders managing organizational change processes described the experience as a series of disruptive affective events that were more often associated with experiences of negatively valanced emotions (compared to positive emotions). Further, leaders were most likely to respond to these affective disruptions with the specific emotion regulation strategy of suppression (i.e., masking negative feelings with neutral or positive affective displays). A major reason leaders report responding with suppression is to maintain their professionalism, even if this undermines their health and well-being.

Qualitative research seeking to understand a leader's emotion experiences during organizational change is rare. These findings provide a more nuanced understanding of the affective nature of leaders' experiences and responses when managing the disruptive processes of change. This knowledge can assist organizations to develop processes and tools to support leaders dealing with the emotional realities of change to enable better outcomes for themselves and their followers.

Pre‐employment medical examinations with appropriate testing are required in many industries—a basic tenet of Occupational Medicine—and it has long been a recommendation of many in community medicine and environmental health for those food handlers whose close contact with open food, aspects of its preparation, processing, sale, exposure for sale, make their personal health important and in prevention of diseases and may constitute a health hazard to food consumers. Epidemiological studies have revealed too many instances of a human source of disease, especially in milk and water, for this to be denied or under‐estimated. Food poisioning outbreaks caused by a carrier, of chronic or limited duration, enable those investigating such outbreaks to see there could be advantages in medical screening of certain employees especially in certain areas of food trades. The main problem is to decide the extent of the discipline and who should be subject to it. The fact that by far the majority of the examinations and tests will prove negative should not be seen as removing the need for the service. After all, there are a number of similar circumstances in public health. Meat inspection, for example, in which a 100% inspection of all food animals slaughtered for human food is now fully established, it is not suggested that inspections should in any way be reduced despite the fact that a number of the diseases, eg., tuberculosis, no longer occurs as it once did, which was the prime cause of meat inspection being brought into being. Other areas where routine medical examinations reveal satisfactory health with only a few isolated cases requiring attention, is the school medical service. Here, the “de‐bunkers” have had some success, but if children are not regularly examined at vulnerable age levels and especially in between where the occasion demands, there is no question that much will be missed and ill‐health progress to a chronic state.