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The study investigated popular election results regarding the relationship between the variables of county board member defeat or re‐election and the reappointment or dismissal of county school superintendents, in the state of North Carolina, within a one, two, three or four year time frame. All 100 county school districts were studied over a 12‐year period of time in which an ex post facto quasi‐experimental research design was used to determine the relationship between incumbent board member defeat and superintendent turnover following six general elections. Results of the study show there was stability in both superintendent reappointment and incumbent school board member re‐election. These findings do not support previous research regarding the dissatisfaction theory in that previous studies found significant differences between superintendent turnover and incumbent school board member defeat. This study, unlike others, focused on county public superintendent turnover and county board member election results as opposed to city or state superintendent and school board member elections.

This study aims to describe the design of a provincial government ministry group mentoring program and examine mentees’ and mentors’ experiences in the program.

A total of 151 mentees rated their satisfaction in a post-program survey. The survey was followed by in-depth, semi-structured interviews with 10 mentees and 11 mentors.

In all, 87 per cent of mentees rated their learning as effective. Benefits to mentees were relevance of the learning, and senior leader/mentors use of current issues, events and personal stories. Delivery through a combination of Web conferencing and collaboration technologies was most effective. Mentors learned from mentees and other mentors. Regular and full mentee participation was an identified issue. In addition, not all mentoring teams worked well together.

The selection criteria favored participants who had a positive experience. Including more participants who were disengaged or less active may have revealed what inhibited full engagement. Complex underlying systemic and cultural issues negatively affected mentee participation and mentoring team effectiveness. It is unclear whether this was caused by intrinsic or extrinsic barriers. Further study could shed light on how to address participation issues.

Selection criteria favored highly active participants who had a positive experience. Including more disengaged or less active participants may have revealed barriers to full engagement.

Despite a context of extreme organizational churn, this program delivered cost-effective and engaging learning to a large number of employees. Recommendations are made to further strengthen the program.

This contextually grounded case study will be useful to those who plan to implement a group mentoring program.

Mentoring is widely used in the health sector, particularly for early career professionals in the public health system. However, many allied health professionals are employed in private practice and rely on their professional association to provide mentoring support and training. This mentoring context is under-researched. The paper aims to discuss these issues.

A purposeful sample of 15 allied health professionals were interviewed using semi-structured interviews that were then analyzed using template analysis.

The many-to-many group mentoring program delivered valuable knowledge, diagnostic skills and networking opportunities but did not provide inclusion, role modeling or psychosocial support to participants. Also identified were structural and operational issues including; the role of the coordinator in addressing contribution reluctance and participant confidence, confidentiality issues, lack of mentor training and overall organization of the program.

Group mentoring is a valuable method of delivery for professional associations. The many-to-many group mentoring model is beneficial in a situation where the availability of mentors is limited. Further, the importance of having a dedicated program coordinator and a skilled facilitator is emphasized.

This research contributes to the limited literature on many-to-many group mentoring by reviewing the effectiveness of an existing many-to-many group mentoring program for allied health professionals delivered by a professional association.

The recent report for the Commission of the European Communities on current multilingual activities in the field of scientific and technical information and the 1977 conference on the same theme both included substantial sections on operational and experimental machine translation systems, and in its Plan of action the Commission announced its intention to introduce an operational machine translation system into its departments and to support research projects on machine translation. This revival of interest in machine translation may well have surprised many who have tended in recent years to dismiss it as one of the ‘great failures’ of scientific research. What has changed? What grounds are there now for optimism about machine translation? Or is it still a ‘utopian dream’ ? The aim of this review is to give a general picture of present activities which may help readers to reach their own conclusions. After a sketch of the historical background and general aims (section I), it describes operational and experimental machine translation systems of recent years (section II), it continues with descriptions of interactive (man‐machine) systems and machine‐assisted translation (section III), (and it concludes with a general survey of present problems and future possibilities section IV).

This year’s annual bibliography includes materials reflecting various aspects of library instruction and information literacy. The academic literature continues to generate the greatest number of citations in these areas, but a small increase in the special libraries area was noted for 2000. The themes of standards for information literacy and assessment were apparent in all areas of the literature.

There are decades of research analyzing turnover in the hospitality industry and yet it remains nearly double other industries. Whereas previous studies have analyzed training and its impact on turnover, the purpose of this paper is to look at the direct relationship between training at the management level and how this impacts their direct employees’ turnover intentions.

This study utilized annual evaluation data from two luxury resorts in the southeast USA. Exploratory factor analysis was conducted which resulted in four factors: management style, manager/employee relations, manager training and employee turnover intentions. Multiple regression was utilized to assess these relationships between factors.

The analyses show that an employee’s perception of his or her manager was inversely related to turnover intentions. Additionally, it was found that management training and management style had a significant inverse relationship with employee turnover intentions. Finally, this study found that as manager training increases, employee turnover intentions decrease. This research indicates that if hotels invest in management training then there will be a reduction in employee turnover intention.

The sample consisted of only two luxury full service hotels in the southeastern USA. Both luxury hotels recruited a significant amount of employees from local universities; therefore, the workforce was more educated than other hotels. This study should be replicated across hotel types and throughout various locations.

This research has relevant implications for practitioners. General managers should analyze their training requirements and fiscal appropriations. This research finds that if hotels invest in management training then there will be a reduction in employee turnover. If managers had more training, this study indicates that employees would view their managers more favorably, feel closer to their managers and have less of a desire to leave the organization.

Extant research has shown that employee training programs impact employee turnover and that manager training programs impact manager turnover. This study extends that research by showing that these segments are not autonomous; manager training has a significant direct effect on employee turnover intention. This has not been studied in turnover intention literature suggests that this could be the missing variable in the body of turnover research.