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In recent years, organisations around the world have been seriously affected by a range of economic, political and social upheavals that have gathered momentum in most parts of the globe. The viability of the conventional (pyramidal) organisational structures is being challenged in conjunction with major shifts in the roles of mid and top managers. In many countries, the pace of the above socio‐economic events and uncertainties is happening at an unprecedented pace. Some markets are showing signs of potential gigantic expansions while others (historically prosperous) are on the verge of complete collapse (Dent, 1991). In responding to the socio‐economic challenges of the nineties, organisations (across the board) have resorted to dismantling the conventional pyramidal structure and adopting so‐called “leaner” structures (see Zeffane, 1992). The most common struggle has been to maintain market share in an economic environment increasingly characterised by excess labour supply (Bamber, 1990; Green & Macdonald, 1991). As organisations shifted their strategies from “mass production” to “post‐fordism” (see, for example Kern and Schumann, 1987), there has been a significant tendency to emphasise flexibility of both capital and labour in order to cater for the niche markets which are claimed to be rapidly emerging, world‐wide. This has resulted in massive organisational restructuring world‐wide.

A large earnings gap between men and women has persisted in the USA despite legislation intended to reduce it. One cause of this has been thought to be systematic marketplace undervaluing of tasks performed by women. The Equal Employment Opportunity Commission sought to address this perceived inequity by reviving a 1940s concept, “comparable worth”. This article examines litigation that sought to enforce the legal requirement of “equal pay for comparable worth” and the implementation problems and controversies that ensue.

The key to effective management in times of tumult is organisation fit — the integration or congruence of the organisation. Tumult increases the need to manage the two major areas of fit more closely — organisation domain and external environment. Fit must be considered with equal emphasis in the short, mid and long term. An on‐going, strategic assessment of organisational fit is needed. The nature of the change process and the change variables must be identified. There are six ways that management can intervene between change variables to enhance their fit and four organisation interfaces which are directed towards adaptation to the external environment. This multi‐level change typology identifies three methods of directly managing organisation fit — intrusion, interface and intervention. These methods are discussed and interventions and interfaces described.

Through a survey of 200 employees working in five of the thirty establishments analysed in previous research about the microeconomic effects of reducing the working time (Cahier 25), the consequences on employees of such a reduction can be assessed; and relevant attitudes and aspirations better known.

The determination of an employee's commitment to their organisation has many important managerial implications. Lack of commitment seems to be involved in high costs and poor service. Salancik Steers and Schein suggest that commitment is a useful indicator of organisational effectiveness as well as a key variable in shaping employee attitudes. There is evidence that organisational commitment is a better predictor of employee turnover than job satisfaction. Moreover, committed employees may perform better than uncommitted ones.

The food standards of the Indiana State Board of Health, which appear on another page, show that it is quite possible to lay down official definitions of various articles of food; and a study of these regulations may be of assistance to those authorities who are striving to arrive at some form of order out of the chaos which at present exists in this country in matters relating to food standards. With reference to milk, it will be seen that not only is the question of composition dealt with, but strict directions are given that milk derived from a cow which can in any way be considered as diseased is regarded as impure, and must therefore, says the Board, be considered as adulterated. In regard to butter and margarine, limits are given for the total amount of fat—which must consist entirely of milk‐fat in the case of the former substance—water, and salt; and not only are all preservatives forbidden, but the colouring matters are restricted, only certain vegetable colouring matters and some few coal‐tar colours being permitted. All cheese containing less than 10 per cent, of fat derived from milk must be plainly labelled as “ skim‐milk cheese”; and if it contains fat other than milk‐fat, it must be described as “ filled cheese.” Some exception is taken to the use of preservatives in cheese, inasmuch as it appears that cheese may contain a preservative if the name of such preservative is duly notified upon the label ; and the rules for the colouring of cheese are the same as those which apply to butter and margarine. All articles of food containing preservatives are considered as adulterated unless the package bears a label, printed in plain type and quite visible to the purchaser, stating that a preservative is present, and also giving the name of the preservative which has been used. Articles of confectionery must not contain any ingredient deleterious to health, such as terra alba, barytes, talc, or other mineral substance, nor may they contain poisonous colours or flavours.

Intimate partner violence (IPV), affecting 30 percent of women worldwide, may affect employment and workplace safety. In all, 16 US states adopted laws providing leave for employed survivors. These qualitative findings are from an evaluation of Oregon’s state leave law. The paper aims to discuss these issues.

The authors interviewed Oregon government employees (n=17) with past year IPV and Oregon supervisors (n=10) of past year IPV survivors. Interviews were transcribed, analyzed and coded.

Participants agreed that IPV has an effect on work. They reported positive workplace reactions to IPV disclosure (93 percent positive, 52 percent negative), but also negative reactions (lack of information, confidentiality, supervisor support). Several implications for supervisors were named (workload, being untrained, being a mandatory reporter, workplace safety and confidentiality). Three years after implementation, 74 percent of participants did not know the leave existed, 65 percent of survivors would have used it if known. The main barriers to usage were fear for job, lack of payment, and stigma. The main barriers of implementation were untrained supervisors and lack of awareness. Participants (85 percent) suggested workplace training on IPV, the law and supervisor role.

Effective implementation and support of the IPV leave law is important to avoid negative consequences for survivors and the workplace. Participants called for an increase in IPV awareness and supervisor training.

These results provide important recommendations to policymakers, authorities and advocates on development, implementation and evaluation of laws adopted to support employed IPV survivors.