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ARRANGEMENT OF REGULATIONS

The Secretary of State for Social Services, in conjunction with the Treasury and with the concurrence of the Commissioners of Inland Revenue, in exercise of powers under sections 11(3), 14(1), 15, 59(8), 74(2) and 95(12) of the National Insurance Act 1965, and of all other powers enabling him in that behalf, after considering the report of the National Insurance Advisory Committee on the preliminary draft submitted to them in accordance with section 108 of that Act and for the purpose of consolidating the regulations hereby revoked, hereby makes the following regulations:—

August 9, 1966 Harrogate, Yorkshire Assessment to levy‐reduction in scope of trade of appellants ‐number of employees reduced — calculation of levy — whether fact that appellants will not benefit from scheme valid ground for resisting assessment — Industrial Training Levy (Wool) Order 1965.

With economic reforms increasing market competition, greater efficiency and productivity of factors of production, particularly of the workforce, have become important prerequisites for firms' growth and survival. Consequently, designing appropriate strategies to motivate the workforce in this direction appears as a critical aspect of human resource management. However, an important issue is if increase in wages, salaries, and other benefits can necessarily result in the desired outcomes. This chapter will examine this aspect. Estimating long-term trends in share of wages, salaries, and total emoluments in major industries, it is found that while the share of wages, salaries, and total emoluments has increased in recent years, such changes are not reflected in higher productivity. It is, therefore, suggested that, in addition to higher wages, salaries, and other benefits, enhancing efficiency and productivity of human resources requires adequate emphasis on human aspects as well.

January 29, 1969 Industrial Training — Industrial training levy — Road transport industry — Assessment — “Emoluments” of “persons employed” — Whether including sums drawn by owner and sole managing director — Company director virtual owner and sole managing director — Whether capable of being person “employed” — Industrial Training Act, 1964 (c.16), ss. 1, 4 — Industrial Training (Road Transport Board) Order, 1966, (S.I.1966 No.1112), art.2 — Industrial Training Levy (Road Transport) Order, 1967 (S.I.1967 No.1309), arts. 2(1), 3(1), (3).

Companies around the globe increasingly receive immense shareholder scrutiny due to perceivably excessive executive director remuneration. The debate in South Africa intensifies due to severe pay inequality. The authors thus accounted for the perspectives of asset managers and listed financial services companies in South Africa pertaining to the impact of voting and engagement on director pay policies and practices.

Semi-structured interviews were conducted with selected asset managers, chief executive officers, chief financial officers and remuneration committee members of listed financial services companies to gauge their views on the impact of shareholder activism endeavours on remuneration governance. The qualitative data was analysed by conducting thematic analysis.

Most of the asset managers and financial services representatives preferred proactive, private engagement on pay concerns, given the impact thereof on voting outcomes, and ultimately director remuneration practices and policies. Independent remuneration committees have a prominent role in facilitating engagements with investors to ensure fair remuneration.

The consequences should be clearer if organisations receive substantial votes against their pay policies and implementation reports. South African regulators can consider the “two-strikes” rule to ensure that action is taken in response to shareholder voting on director remuneration matters.

Representatives of asset managers and listed financial services investee companies offered valuable insights on remuneration governance deliberations in an emerging market. This in-depth analysis highlights the importance of proactive engagement to ensure that corporate leaders are paid fairly.

March 21, 1969 National Insurance — Benefits — Earnings — related supplement — “Reckonable earnings” — Casual employment — Schedule E assessment — Employment by four employers — Tax deducted from remuneration by one employer — Tax collected from employee by special arrangements with regard to earnings from other three employers — Whether total earnings reckonable in calculating earnings — related supplement for national insurance benefits — “Deductible” tax — Administrative convenience resulting in injustice — National Insurance Act, 1965 (c.51), s4(2) — National Insurance Act, 1966 (c.6), s.2(l), 5(b) — Income Tax (Employments) Regulations, 1965 (S.I. 1965, No.516),reg. 51(1).

The Secretary of State for Social Services, in conjunction with the Treasury and with the concurrence of the Commissioners of Inland Revenue, in exercise of powers under sections 11(3), 14(1), 15, 74(2) and 95(12) of the National Insurance Act 1965, and of all other powers enabling him in that behalf, after considering the report of the National Insurance Advisory Committee on the preliminary draft submitted to them in accordance with section 108 of that Act, hereby makes the following regulations:—

The Secretary of State after approving proposals submitted by the Paper and Paper Products Industry Training Board for the imposition of a levy on employers in the paper and paper products industry and in exercise of her powers under section 4 of the Industrial Training Act 1964 and of all other powers enabling her in that behalf hereby makes the following Order:—

The purpose of this paper is to look at staff development and its challenges in the University of Malawi Libraries.

A case study design was used to collect qualitative and quantitative data. University Budget Estimates from 2004/2005 to 2010/2011 financial years were analysed. Data from the University of Malawi Strategic Plan 2005-2009 were examined. Interviews were conducted with college librarians in the University of Malawi Libraries. Documentary evidence was also used.

Study findings indicate that staff development in the University of Malawi Libraries has emphasised on professional qualification in Library and Information Studies. However, due to financial constraints, the majority of the library staff lacks LIS professional qualifications. This study recommends that libraries should consider budgeting for continuing professional development (CPD).

Staff development requires continuous funding and time. This study recommends the CPD approach to staff development in academic libraries. The study also recommends the introduction of an education levy to benefit skills and training needs for higher education institutions.

There is dearth of literature on staff development in academic libraries in Malawi. This paper seeks to recommend CPD.