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Research on perceptions of organizational politics has mostly explored the negative aspects and detrimental outcomes for organizations and employees. Responding to recent calls in the literature for a more balanced treatment, we expand on how positive and negative organizational politics perceptions are perceived as stressors and affect employee outcomes through their influence on the social environment. We propose that employees appraise positive and negative organization politics perceptions as either challenge or hindrance stressors, to which they respond with engagement and disengagement as problem-focused and emotion-focused coping strategies. Specifically, employees who appraise the negative politics perceptions as a hindrance, use both problem- and emotion-focused coping, which entails one of three strategies: (1) decreasing their engagement, (2) narrowing the focus of their engagement, or (3) disengaging. Although these strategies result in negative outcomes for the organization, employees’ coping leads to their positive well-being. In contrast, employees appraising positive politics perceptions as a challenge stressor use problem-focused coping, which involves increasing their engagement to reap the perceived benefits of a positive political environment. Yet, positive politics perceptions may also be appraised as a hindrance stressor in certain situations, and, therefore lead employees to apply emotion-focused coping wherein they use a disengagement strategy. By disengaging, they deal with the negative effects of politics perceptions, resulting in positive well-being. Thus, our framework suggests an unexpected twist to the stress process of politics perceptions as a strain-provoking component of employee work environments.

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).

It has been stated, and not without some cause, that no branch of our law is in a more uncertain condition than that relating to warranties under the Sale of Food and Drugs Acts, for during the past twenty‐three years various decisions have been given on what constitutes a warranty within those statutes, and at first sight it appears somewhat difficult to extract therefrom any settled principles. We propose, however, to examine shortly the leading cases on this important subject, and to see how far they are consistent with one another and lay down rules for general guidance.

Over the course of two‐and‐a‐half years a new Town Manager tried several approaches aimed at altering the culture of the organization to reflect more closely his vision of how it should operate. Yet, the results of a survey administered to the organization′s senior management group at the end of this time revealed only minor change had occurred. To understand more fully some of the progress and difficulties he experienced as well as ways in which further advances could be made utilizes a life cycle perspective. Specifically, focuses on examining some of the complexities to be expected when an outsider attempts to revitalize a bureaucracy. Concludes with some advice on ways to foster cultural change more effectively.

It is now common for finance textbooks to discuss the concepts of the CAPM, diversification benefit, and systematic risk, as measured by beta. The purpose of this paper is to clarify aspects of these concepts and make the textbooks readers aware of them. In particular, this paper seeks to: (1) clarify the notion that “diversification reduces risk,” (2) provide geometric expositions and algebraic expressions of portfolio benefits in the context of both total risk and market risk, and (3) improve the interpretation of beta.

Town Clerk's Office, Town Hall, Bethnal Green, E. 18th November, 1916. To the Chairman and Members of the Public Health Committee. Mr. Chairman and Gentlemen, At a recent meeting of the Public Health Committee, the Chief Sanitary Inspector reported upon legal proceedings which had been unsuccessful owing to the case of “Hunt v. Richardson” decided by a King's Bench Divisional Court of five Judges on the 2nd June, 1916, and I then reported upon the legal aspect of the case.

At a meeting of the Council of the Royal Borough of Kensington on February 29th, ALDERMAN A. G. McARTHUR, Chairman of the Public Health Committee of the Council, brought up a Report as follows— “We have received replies from nineteen City and Borough Councils to the circular letter addressed to them by this Council protesting against the suggestion made by the Board of Agriculture and Fisheries that, before proceedings under the Sale of Food and Drugs Acts are instituted on analytical evidence in respect of milk there should be a preliminary investigation by an officer of the Local Authority, or that the milk producer should be given an opportunity of offering an explanation.

Presents the scientific methodology from the enlarged cybernetical perspective that recognizes the anisotropy of time, the probabilistic character of natural laws, and the entry that the incomplete determinism in Nature opens to the occurrence of innovation, growth, organization, teleology communication, control, contest and freedom. The new tier to the methodological edifice that cybernetics provides stands on the earlier tiers, which go back to the Ionians (c. 500 BC). However, the new insights reveal flaws in the earlier tiers, and their removal strengthens the entire edifice. The new concepts of teleological activity and contest allow the clear demarcation of the military sciences as those whose subject matter is teleological activity involving contest. The paramount question “what ought to be done”, outside the empirical realm, is embraced by the scientific methodology. It also embraces the cognitive sciences that ask how the human mind is able to discover, and how the sequence of discoveries might converge to a true description of reality.