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This paper examines the benefit of incorporating a group of employees that exhibit dynamic service rates into scheduling tours in a service operation. The service operation that is examined includes a fully productive core (full‐time) workforce along with a contingent (full‐ and part‐time) workforce that experiences the learning effect. Two methods that account for the learning effect are analyzed along with two methods that do not consider learning effects. The schedules generated by each method are tested in a simulation of the service environment. The results of a full‐factorial experiment indicate that methods that account for learning effects will yield superior solutions over a variety of operating conditions when compared to alternative methods that do not consider learning effects. The performance improvement of schedules generated with the most precise learning curve method was substantially and significantly better than the other methods. The conditions in which the learning curve methods provide the most benefit are explored.

This chapter explores expert witnessing in anthropology and the raison d’être of cultural expertise as an integrated socio-legal concept that accounts for the contribution of social sciences to the resolution of disputes and the protection of human rights. The first section of this chapter provides a short historical outline of the occurrence and reception of anthropological expertise as expert witnessing. The second section surveys the theoretical reflections on anthropologists’ engagement with law. The third section explores the potential for anthropological expertise as a broader socio-legal notion in the common law and civil law legal systems. The chapter concludes with the opportunity and raison d’être of cultural expertise grounded on a skeptical approach to culture. It suggests that expert witnessing has been viewed mainly from a technical perspective of applied social sciences, which was necessary to set the legal framework of cultural experts’ engagement with law, but had the consequence of entrenching the impossibility of a comprehensive study of anthropological expert witnessing. While this chapter adopts a skeptical approach to culture, it also argues the advantages of an interdisciplinary approach that leads to an integrated definition of cultural expertise.

The research presented in this study replicates and extends the QSport-10 scale proposed by Rial, Varela, Rial and Real in their 2010 study, by incorporating the Programme dimension into the original measurement of service quality in Physical Activity and Sports Centres (PSCs). The objective of this research is to examine the dimensionality of the QSport-10 scale and extend it to capture the additional Programme service quality dimension. Study results confirmed the dimensionality of the service quality measurement offered by the QSport-10 scale and presented strong empirical support for the existence of Programme, Installations and Staff dimensions. Programme dimension was considered the most important factor for the largest consumer segment in the study.

In the first part of this article models for productivity and the quality of working life are developed that show that there are a number of common elements, particularly those related to motivation. On the basis of a review of the published literature of case histories, as well as those cases with which we are familiar from our own experience, it seems clear that job satisfaction is the most significant sociological factor in enhancing productivity, and the quality of working life, especially for professional and management workers. In addition, it seems clear that a sense of autonomy and achievement are probably the most significant elements of job satisfaction and that, at least for this category of workers, productivity and the quality of working life are complementary objectives whose realisation may best be achieved together. We support this theme by analysing a number of case histories on the basis of the job satisfaction model. Finally, we suggest that careful attention should be paid, in the earliest stages of setting objectives, and later in planning for office automation, to identifying the types and levels of job satisfaction needs that are important for the staff to be supported with technology. It is important that management's objectives in this respect should be explicitly stated so that the technology may be specified and designed in such a way that the desired objectives are met.

The British Aluminium Co. Ltd. announce that they have vacated their Branch Office and Warehouse at 66 Kirkstall Road, Leeds, 3, and have transferred their Branch Office to Martins Bank Chambers, Vicar Lane, Leeds, 1, to handle sales of unwrought and fabricated aluminium and aluminium alloys in the counties of Yorkshire and Lincolnshire. Mr A. E. Heeley continues as Branch Manager and the telephone number remains Leeds 28343 with telegraphic address, as before, ‘Britalumin Leeds’.

In the previous chapters, I set out a conceptual model of trauma-informed servant leadership and discussed servant leadership supervision for working with burnout, compassion fatigue and secondary trauma in employees within trauma related health and social care settings. In this chapter, I further extend servant leadership to the peer support principle in trauma-informed approaches (Substance Abuse and Mental Health Services Administration, 2014). The first part of this chapter will examine peer support work (PSW) and report on the outcomes associated with it. Then, servant leadership will be discussed and used to operationalise the principle of peer support as set out in trauma-informed approaches. A servant leadership peer support approach is put forward with a theoretical basis. This theoretical model has been slightly changed from the previous servant leadership approaches discussed, in order to represent the PSW role more accurately. However, as discussed previously, it is not the characteristics of the Servant leadership (SL) model that define the approach, rather the philosophy and desire to serve first. In the last section of this chapter, Martha Griffin brings the characteristics of this model to life using her vast experience and discusses some of the potential challenges faced by peers in training and practice.

Cross‐cultural studies show that most, but not all, human societies engage in warfare. Some non‐warring societies cluster as peace systems. The existence of peace systems, and non‐warring societies more generally, shows that warfare is not an inevitable feature of human social life. This article considers three peace systems in some detail: Brazil's Upper Xingu River basin tribes, Aboriginal Australians, and the European Union. A primary goal is to explore features that contribute to peace in each of the three non‐warring systems. What do these peace systems suggest about how to prevent war? Provisionally, key elements would seem to be the promotion of interdependence among the units of the peace system, creation of cross‐cutting links among them, the existence of conflict resolution procedures, and belief systems (including attitudes and values) that are anti‐war and pro‐peace.

The unemployed are a heterogeneous group comprising the able and disabled, young and old, men and women, black and white, unskilled and highly skilled. It includes those who have only recently lost their jobs and those who have been out of work for many years, those who have lost their jobs for the first time and those who have a history of losing their jobs. It also includes young people who have never been employed since leaving full‐time education. These are just a few of the many dimensions along which this heterogeneity can be described. Activities which may help some segments of the unemployed population may be irrelevant to others. This article cannot hope to present an exhaustive treatment of all the possible ways forward. Given this caveat, however, a broad‐brush attempt will be made to examine some of the ways in which the unemployed can be helped, to identify the contribution the personnel manager can make to helping the unemployed, and to comment on the assumptions that underpin the various approaches discussed.