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Palliative care requires integration between services, organisations and the community. A series of community engagement programmes, named “Listening Events”, were conducted across the Isle of Man. The aim was to involve the community in the development of Hospice strategy by sharing their views on the future of palliative and end of life care.

Three Listening Event programmes were conducted in community settings, secondary schools and the Isle of Man’s University College. The investigators facilitated discussions on current knowledge of Hospice services, what would matter to people should they need to use these, and how Hospice could best serve the community in the future. Participants and investigators noted thoughts and comments. Data were analysed using thematic analysis.

In total, 899 people participated from across the community. Main themes surrounded effective care, person-centred care and integrated care. Most themes agreed across the three programmes, despite some nuances.

The results were used as an evidence base from which Hospice Isle of Man’s new strategy was derived in order to ensure that it aligned with the community’s needs. By initiating conversations and discussions in the community, the Listening Events may have also increased understanding about hospice care.

Comprises the first stage of a two‐part study on emerging paradigms of human resource management in the Czech Republic. Conceptualises the process by means of appropriate HRM models and stakeholder analysis in order to link the external environment to the organisation. Predicts that influence of external stakeholders will shape a paradigm characterised by government intervention and an insider model of corporate governance. Forecasts major historical and cultural problems in the emerging HRM function. Differentiates between enduring and evolving cultural influences on the development of this role.

Describes the history and current working of one of the “world′s most interesting collections of botanical books and manuscripts”. Notes in particular the work of William Sherard, one of the outstanding botanists of his day, and refers to other important works in the collection. Comments that the library is Oxford University′s main collection of books covering botany, agricultural science and forestry.

This chapter draws on a study conducted in the mid 1990s to compare management differences between three different groups of South African hospitals, in order to understand how these differences might have affected hospital functioning. The groups were public hospitals; contractor hospitals publicly funded but privately managed; and private hospitals owned and run by private companies. Public sector structures made effective management difficult and were highly centralized, with hospital managers enjoying little autonomy. In contrast, contractor and private groups emphasised efficient management and cost containment. These differences appeared to be reflected in cost and quality differences between the groups. The findings suggest that in the context of a country such as South Africa, with a relatively well-developed private sector, there is potential for the government to profit from the management expertise in the private sector by identifying lessons for its own management structures, and by contracting-out service management.

Proposes a framework for increased awareness of ethical issues within the police service, in the context of a society which no longer accepts authority without question. Discusses the problem of ends and means in decision making, and stresses that there must a reference point or ethos, which is to some extent is expressed as the notion of service; the UK police service’s ethos is to be fair, compassionate and honourable. Explores the dimensions that influence ethical issues inside organisations: the environment and external stakeholders, the organisational context and human resources, recruitment and reward/sanction strategies. Moves on to ethical codes, criteria for making ethical decisions, monitoring and control, the role of the individual, and the nature of leadership: its significance, ethical visibility, and organisational strategies.

This register of current research in social economics has been compiled by the International Institute of Social Economics. The register does not claim to be comprehensive but is merely an aid for research workers and institutions interested in social economics. The register will be updated and made more comprehensive in the future but this is largely dependent on the inflow of information from researchers in social economics. In order to facilitate this process a standardised form is to be found on the last page of this register. Completed forms, with attached sheets as necessary, should be returned to the compiler: Dr Barrie O. Pettman, Director, International Institute of Social Economics, Enholmes Hall, Patrington, Hull, N. Humberside, England, HU12 OPR. Any other comments on the register will also be welcome.

‘Reasonable’ conduct — on which so much EPA case law is judged — may require that someone facing dismissal should be allowed to put his (or her) side of the case. But one recent instance of unfair dismissal added another dimension, highlighted here by Robert Gaitskell.

In a previous monograph a discussion took place on stages one and part of stage two of the three stage process in an unfair dismissal action, namely the employee having to show that he has been dismissed (stage one), and some of the reasons for dismissal which fall within the statutory categories, namely the employee's capability and qualifications; misconduct and redundancy (part of stage two). In this monograph an analysis is proposed on the two remaining reasons, these being the contravention of a duty imposed by an enactment and some other substantial reason. There will then follow a discussion on the test of fairness as constituting the third of the three stage process and on the remedies available when the tribunal finds that the employee has been unfairly dismissed.

Thailand, like a number of other less‐developed countries, has experienced a rapid rise in the share of its national product that is being devoted to health. This paper examines the ways in which the country is paying for its preventive and curative care. Section 1 provides the context by discussing age‐structure and geographical distribution of the population, together with the rates of mortality and morbidity. Section 2 explores the delivery of medical attention, private and State. Section 3 evaluates seven ways in which medical care is financed in Thailand. It also makes recommendations for the future of social insurance which are of relevance both to Thailand and to other countries at a similar stage of economic development.