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In recent years a great deal of information has been collected and published (much of it in this journal) on the perpetually contentious issue of the hypermarket and the superstore — their effect on other forms of retailing, their capacity to reduce operating costs and therefore prices, their impact on the consumer. Many generalisations have also been made about the attitudes of local authorities to these large‐scale units, and some leading hypermarket operators have made bitter accusations against local authorities for endlessly protracted planning negotiations which inevitably lead to increased construction costs. But little information has been gathered up to now (so far as we know) on the precise attitudes of planning authorities, and little attempt has been made to define the highly variable range of responses which they have expressed over the years. This study by Jennifer Sumner and Keri Davies of St David's University College sets out to throw light on this murky area. The broad trend is one of increasing acceptance of the superstore, but not of the hypermarket. In general the attitude to large‐scale retailing developments seems vague and non‐committal, with some councils adopting the attitude of “we won't worry about the problem until it arises.” But the authors believe that trends are changing and that, with further co‐operation between developers and planning authorities, an agreeable compromise could be made.

Purpose – This paper uses the theory of interagency information sharing as a lens to determine the benefits, risks, and past experiences of those involved in information sharing.

Design/Methodology/Approach – The authors analyze the current existent literature related to sharing of information between health care employers. A theory that could be useful in the creation of a policy and management framework that would facilitate information sharing is also thoroughly explored. Commentary and analysis result in strategies for health care employers to utilize when facing the challenging issues involved with hiring employees.

Findings – The paper details how human resource professionals can utilize technology and existing theory to properly implement information sharing techniques into their organization.

Originality/Value – The information technology changes that are taking place within health care organizations and systems across the country create the opportunity for these organizations and systems to proactively implement strategies that will positively affect organizational performance. By investing in information sharing techniques while utilizing the theories outlined in this paper, organizations and systems may avoid many of the issues associated with hiring problem employees.

February 27, 1973 Master and Servant — Redundancy — Dismissal for redundancy — Shop manageress dismissed for inefficiency — Managerial work performed by owner and part time assistants — Whether requirements of business for managerial work diminished — Whether redundancy — Redundancy Payments Act, 1965 (c.62), s.9 (2)(b).

The governmental public health workforce provides essential public health services to communities from public health agencies operations at the local, state, and federal levels of government. The roles and duties of public health workers range from infectious disease tracking and control to healthy eating promotion to checking food service establishments for safety. Unfortunately, most of the time, the general public is unaware of, and unconcerned with, public health’s primary mission of disease prevention. This behind-the-scenes, service-oriented workforce has responded to the COVID-19 pandemic by working long hours, extra days, and ever-changing job roles, all while becoming targets of political attacks and enduring substantially elevated psychological distress and burnout. Though this workforce is not well enumerated, existing studies indicate that public health workers face higher anxiety, depression, post-traumatic stress disorder, and burnout than other frontline healthcare workers during the COVID-19 pandemic response. Several strategies have been suggested to address these vulnerabilities, including increasing the amount and stability of available funding, implementing organizational-level policies and programming to boost resilience, and providing individual-level social support, both instrumental and emotional, to protect against burnout and other psychological distresses.