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March 19, 1969 Master and Servant — Contract of service — Statutory scheme — Dock decasualisation scheme — Worker allocated by dock labour board to employer — Employer giving worker welcoming letter and identity card and assigning him to ship — Subsequent discovery that worker not union member — Whether already “employed” by employer — Dock Workers (Regulation of Employment) Act, 1946 (9 & 10 Geo. VI, c. 22), s. 1(1) — Dock Workers (Regulation of Employment) (Amendment) Order, 1967 (S.I. 1967, No. 1252), Sched. 2. cl. 2(1), 6(1)(l), 8(1), (7), 9(1), (2)(a), 14 A(1).

December 4, 1967 Contract — Construction — Plant hire — Imdemnity — Hire of cranes for unloading of cargo from ship — Indemnity by hirers in respect of damage or loss “arising, directly or indirectly, out of or in connection with the … use of… crane” — Timber unloaded into wagons — Wagon negligently moved by capstan driver when docker in wagon preparing to unload timber suspended from crane — Accident to docker — Owners' liability to docker for injuries — Liability of hirers under indemnity.

The aim of this chapter is to explore employee behaviors and expectations of the role of social media when searching for jobs, to offer recruiters and companies valuable insights to design and manage appropriate web-based employer branding and recruitment strategies.

The research strategy is based on semi-structured in-depth interviews involving 34 central informants: talented Gen Yers and social media recruitment experts and mangers. The project focuses on the Italian context, an exemplary country with the highest social media penetration rate.

The results demonstrate the “bounded” popularity of social media as a recruitment tool among Gen Yers who implement up to five active and passive behaviors, albeit not all widespread, according to varying patterns and using different social media for different purposes: receiving, seeking, sharing, leading, and experiencing. Gen Yers, with aims that vary in line with various staffing phases, collect and share rumors and voices from both internal and controlled organizational sources but also, and above all, from external and organizational sources that companies do not control directly.

Social media seem to offer appealing and valuable opportunities to attract and engage talented young individuals, sustaining the quality, quantity, and fairness of employment relationships. Conversely, they also involve some organizational risks and costs. The chapter offers some managerial cautions and advocates a radical change in the prevalent HRM mindset for the improved management of transparency that social media solutions entail.

Results contribute in understanding how social media can better sustain employer branding and recruitment activities, especially considering the needs and expectations of talented young employees and professionals in the Italian context. Italy is an emblematic context, where the social media potential appears to be extremely interesting, considering its high rate of social media penetration.

In the UK, while fashion apparel purchasing is available to the majority of consumers, the main supermarkets seem – rather against the odds and market conventions – to have created a new, socially‐acceptable and legitimate, apparel market offer for young children. This study aims to explore parental purchasing decisions on apparel for young children (below ten years old) focusing on supermarket diversification into apparel and consumer resistance against other traditional brands.

Data collection adopted a qualitative research mode: using semi‐structured interviews in two locations (Cornwall Please correct and check againand Glasgow), each with a Tesco and ASDA located outside towns. A total of 59 parents participated in the study. Interviews took place in the stores, with parents seen buying children fashion apparel.

The findings suggest that decisions are based not only on functionality (e.g. convenience, value for money, refund policy), but also on intuitive factors (e.g. style, image, quality) as well as broader processes of consumption from parental boundary setting (e.g. curbing premature adultness). Positive consumer resistance is leading to a re‐drawing of the cultural boundaries of fashion. In some cases, concerns are expressed regarding items that seem too adult‐like or otherwise not as children's apparel should be.

The paper highlights the increasing importance of browsing as a modern choice practice (e.g. planned impulse buying, sanctuary of social activity). Particular attention is given to explaining why consumers positively resist buying from traditional label providers and voluntarily choose supermarket clothing ranges without any concerns over their children wearing such garments.

The paper shows that supermarket shopping for children's apparel is now firmly part of UK consumption habits and choice. The findings provide theoretical insights into the significance of challenging market conventions, parental cultural boundary setting and positive resistance behaviour.

The purpose of this paper is to investigate the relationships among goal setting, employee engagement, workplace optimism, and individual performance constructs. Goal setting is hypothesized as positively impacting employee engagement, employee engagement as positively impacting workplace optimism, and workplace optimism as positively impacting individual performance.

Data collected from a sample of 426 full‐ and part‐time employees are analyzed following a structural equation modeling methodology.

The measurement and structural models fit the data relatively well. Goal setting positively impacts employee engagement, employee engagement positively impacts optimism, and optimism positively impacts individual performance, as hypothesized.

Although data are collected from a relatively diverse group of respondents, the ability to generalize the findings is limited because the results are derived from a non‐random sample. All measures are based on the perceptions of the respondents. Job performance is reported by each respondent may not reflect the supervisor's performance rating and is not necessarily consistent with objective performance indicators such as sales generated by a marketing employee.

Results indicate that formal, structured goal setting processes lead to higher levels of employee engagement, that higher levels of engagement lead to improved workplace optimism, and that improved optimism in turn leads to higher levels of individual performance.

The paper provides empirical support for the implementation of management programs that foster goal setting, employee engagement, and workplace optimism for the purpose of enhancing the performance levels of individual employees.

This study investigated whether the direct supervisor's leadership style affects employee engagement using Avery's classical, transactional, visionary, and organic leadership paradigms as the theoretical framework. The study also investigated how many and which components of employee engagement (“say”, “stay” and “strive”) contribute to the construct. The paper aims to discuss these issues.

A sample of 439 retail sales assistants in Sydney, Australia, responded to a mixed-mode questionnaire survey. Factor analysis, independent t-tests, analysis of variance and structural regression models were used in the data analysis.

Both research questions were supported. Results showed that the visionary and organic paradigms are likely to enhance employee engagement, whereas classical and transactional styles negatively affect employee engagement. Furthermore, the data confirmed that the three behavioral-outcome factors all do contribute to the employee engagement construct.

One implication for researchers is that an employee engagement measure with demonstrably high reliability and validity, and known components has been developed. This study could be replicated in different national and occupational contexts, the leadership measures reconfirmed and expanded, follower characteristics included as moderating variables, and links to organizational performance investigated.

The findings suggest that direct supervisors should be encouraged to use visionary and/or organic leadership wherever possible to drive employee engagement.

This paper is original in several ways. It resolves an ongoing dispute in the literature about the components of employee engagement, namely whether all three components contribute to the concept. In answering this question, a valid and reliable questionnaire was developed. Using four leadership paradigms, including classical and organic leadership that are rarely investigated, this study demonstrates that employee perceptions of the leadership style used by their direct supervisor are linked to employee engagement.

The authors analyze how conflicting institutional demands become deployed in organizational storytelling in the context of wildlife documentaries. Documentary producers increasingly feel the pressure to entertain the audience, while simultaneously addressing serious environmental issues. Using a mixed-method analysis of BBC wildlife documentaries produced between 2009 and 2017, the authors identify two narrative strategies, alternation and amplification, to balance demands for entertainment and environmental conservation. Alternation switches entertaining and serious content to offset conservation concerns, while amplification uses entertainment to accentuate conservation. Emotions play a significant role in both ways of storytelling. The findings of this chapter contribute to the literatures on institutional microfoundations, storytelling, and emotions.