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This study aims to better understand the socialization process individuals undergo when training to become a conflict mediator.

This paper presents an analysis of Michigan’s state-wide training guidelines, training documents and eight semi-structured narrative interviews from participants of two 40-hour mediation trainings.

Results are presented with regard to pre-training and post-training beliefs about mediation alongside data gathered regarding mediator tactics, beliefs and potential for transformation. In sum, newly trained mediators often undergo a phase of “unlearning” before returning to a settlement-focused facilitative model of mediation.

The paper presents implications for facilitative mediator training, training materials and role-play activities.

Third-party interventions can impact conflicts both positively and negatively. Currently, many states and municipal districts have engaged individuals through mediation training to act as a positive force for conflict resolution. Thus far, very little is understood about the development of individuals through mediation training.

SINCE the year 1940, there have appeared two major reports on the Public Library system in Great Britain. The first, “The public library system of Great Britain: a report on its present condition, with proposals for post‐war re‐organisation” by Lionel R. McColvin, appeared in 1942. It suggested sweeping changes in the organisation of the public library system, more radical and far‐reaching than those embodied in the recent recommendations of the Library Association for local government reform. On library co‐operation, the report was equally radical, though certain similarities with the recommendations of the second report are apparent.

IT is seldom that I can bring myself to write anything for publication, and as I had a longish article on “The education of librarians in Great Britain” printed as recently as 1964 in the Lucknow Librarian (which is edited by my friend Mr. R. P. Hingorani) I had not contemplated any further effort for some time to come. But as THE LIBRARY WORLD evidently wishes to cover all the British schools of librarianship it would be a pity for Brighton to be left out, even though, coming as it does towards the end of a gruelling series, I can see little prospect of this contribution being read. Perhaps, therefore, I need not apologise for the fact that, as my own life and fortunes have been (and still are) inextricably bound up with those of the Brighton school, any account which I write of the school is bound to be a very personal one.

The purpose of this paper is to examine the impact of human resource management (HRM) practices on organizational performance.

A total of 300 employees from a public university comprising of both academicians and support staff responded to the survey. The survey questionnaire had 46 items covering selected HRM practices and university performance.

The study has found that human resource practices: recruitment, training, performance appraisal, career planning, employee participation, job definition and compensation have a significant relationship with university performance.

The results come from a cross-sectional study which was done at the convenience of the researcher. The results may not be generalized across the country. The application of the results to other universities must be done with maximum care.

If the university is to increase its performance to higher levels, it should emphasize more on job definition, training and employee participation. Some improvement needs to be done on the other HRM practices-recruitment, performance appraisal, career planning and compensation in order to increase their effectiveness on the university performance.

Most studies on impact of HRM practices on firm performance have focussed on private sectors in Malaysia. In other countries, the studies have focussed only on academicians as a sample. This study has attempted to add to the body of knowledge on the impact of HRM practices on university performance in Malaysia combining both the academicians and administration staff.