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The Housing Act 1980 brought into legislative focus an aspect of the housing market which had for many years occupied a minor and relatively uncontroversial place in the activities of public housing authorities. The sale of council dwellings to sitting tenants had been carried out by many authorities long before discussion of a Tenants' Charter, but it had remained on a small scale. Not until the inflationary spiral of the early 1970s did it become widely apparent that there were potential investment benefits, and opportunities for making political capital, from the promotion of the idea. When such sales became a basic tenet of Conservative Party policy prior to the 1979 election, the projected scale of activity, which proposed legislation and its public debate made possible, resulted in sides being taken. Whether you were for or against, an implication of party political loyalties was often associated with your choice, and it was foreseen by many that, for better or for worse, this development would result in a large‐scale erosion of public sector housing.

The manner in which the role of the managing agent has evolved in recent years has been well documented. In these times of recession and economic uncertainty there has been a further and equally significant change in the role of the managing agent – this time in philosophy. Looks at the reason behind the change in philosophy and the value in providing a balanced service catering for the needs of both landlord and tenant, with particular emphasis on the payment of occupational costs by the tenant and the way in which these can be controlled by the landlord.

Recognizes the link between rhetoric and organizational outcomes in organizational theory. Suggests that it is a link which could also be developed in organizational change management; and that selected literary texts could provide a valid learning resource for exploring the role of root metaphors in organizational culture and in management development. Literary artists filter “real life” through a personal, but sensitively attuned conduit; so their “findings” and “conclusions” provide a challenging alternative to the traditional case study. If, for example, literary texts suggest that root metaphors in organizational culture influence action, then it would follow that management initiative to change a root metaphor could lead to change in action outcomes.

The SEC and the SROs have demonstrated through the threat of significant enforcement action that the rules requiring the capture, retention, and review of e‐mail communications will be strictly enforced and, where violated, significant disciplinary penalties will be imposed. Securities firms must use automated technology to comply with such rules and establish, maintain, and enforce its supervisory system to ensure compliance. Moreover, until the SEC and the SROs have addressed the record‐keeping requirements for instant messaging, firms would be best advised to take a conservative view and attempt to capture the messages, if the available technology will allow it, or prohibit the use of such technology.

John Saunders wrote ‘Why are we campaigning against cuts?’ (NLW July 1985). Cuts columnist Terry Hanstock criticised the article in September NLW and referred to a meeting in Rotherham addressed by John Saunders.

The purpose of this paper is to scope potential and gaps in European cohort studies with focus on brain ageing and neurodegeneration.

Combined and augmented two scoping exercises conducted for European Union Joint Programme on Neurodegenerative Diseases (JPND) and the Alzheimer Society UK.

In total, 106 cohorts initially identified with a further 52 found on second sweep. Strengths include gender balance, diversity of measures and much detail on health and health behaviours, and lifecourse representation. Major gaps identified were the oldest old, non-Caucasians, people in Eastern Europe, migrant populations, rural residents and people in long-term care. Quality of life, psychosocial and environmental factors were limited. Relatively few cohorts are population representative. Analytical methods for combining studies and longitudinal analysis require careful consideration.

European studies and published information only.

Collaboration across disciplines and studies, greater dissemination of methods and findings will improve knowledge about cognitive and functional decline in current and future older populations.

Better understanding of brain ageing and the dementia syndrome will improve investment decisions for primary, secondary and tertiary prevention.

Building on the work of JPND and the Alzheimer Society is the first study of the scope and limitations of current cohorts in Europe. It is designed to help researchers and policy makers in their planning.

Organizational researchers studying well-being – as well as organizations themselves – often place much of the burden on employees to manage and preserve their own well-being. Missing from this discussion is how – from a human resources management (HRM) perspective – organizations and managers can directly and positively shape the well-being of their employees. The authors use this review to paint a picture of what organizations could be like if they valued people holistically and embraced the full experience of employees’ lives to promote well-being at work. In so doing, the authors tackle five challenges that managers may have to help their employees navigate, but to date have received more limited empirical and theoretical attention from an HRM perspective: (1) recovery at work; (2) women’s health; (3) concealable stigmas; (4) caregiving; and (5) coping with socio-environmental jolts. In each section, the authors highlight how past research has treated managerial or organizational support on these topics, and pave the way for where research needs to advance from an HRM perspective. The authors conclude with ideas for tackling these issues methodologically and analytically, highlighting ways to recruit and support more vulnerable samples that are encapsulated within these topics, as well as analytic approaches to study employee experiences more holistically. In sum, this review represents a call for organizations to now – more than ever – build thriving organizations.