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Many health-care professionals leave clinical practice temporarily or permanently. Interventions designed to facilitate the return of health-care professionals fail to consider returners’ psychosocial needs despite their importance for patient care. This study aims to evaluate the efficacy of a psychoeducational intervention in improving personal skills and well-being among UK-based health-care professionals returning to clinical practice.

In total, 20 health-care professionals took part in the one-day intervention and completed measures of demographics, self-efficacy, positive attitudes towards work and perceived job resources before and after the intervention. A baseline comparison group of 18 health-care professionals was also recruited.

Significant associations were detected between return-to-work stage and study group. Following the intervention, participants reported improvements in self-efficacy and, generally, perceived more job resources, whereas positive attitudes towards work decreased. While none of these changes were significant, the intervention was deemed acceptable by participants. This study provides modest but promising evidence for the role of psychoeducation as a tool in supporting the psychosocial needs of returning health-care professionals.

Additional research is needed to clarify the reliability of intervention effects, its effectiveness compared to alternative interventions, and the impact across different subgroups of returning health-care professionals.

Return-to-practice interventions should address the psychosocial needs of health-care professionals in terms of their personal skills and well-being. Psychoeducation can increase self-efficacy and perceptions of job resources among returning health-care professionals.

This study sheds light on a relatively understudied, but fundamental area – the psychosocial challenges of health-care professionals returning to clinical practice – and further justifies the need for tailored interventions.

THE following list of contracts placed by the Air Ministry during September is extracted from the October issue of The Ministry of Labour Gazette:

THE following lists of contracts placed by the Air Ministry during September and October are extracted from the October and November issues of The Ministry of Labour Gazette:

THE following list of contracts placed by the Air Ministry during July is extracted from the August issue of The Ministry of Labour Gazette :—

Armstrong, Whitworth Aircraft, Ltd., Coventry.—Aircraft, Reconditioning of: Supermarine Aviation Works (Vickers), Ltd., Woolston. Aircraft, Spares: Blackburn Aeroplane & Motor Co., Ltd., Brough; Westland Aircraft Works, Yeovil.—Bitumen: Asiatic Petroleum Co., Ltd., London, E.C.—Blocks, Terminal: Oliver Pell Control, Ltd., London, S.E.—Brushes: C. H. Leng & Sons, Birmingham.—Camera Spares: Thornton Pickard Manufacturing Co., Ltd., Altrincham.—Canvas Duck: Jas. Stott, Ltd., Oldham.—Coats, Great: L. Silberston & Sons, London, E.—Cylinders: Walter Kidde Co., Ltd., Hanwell.—Dopes and Identification Colours: Nobel Chemical Finishes, Ltd., Slough.—Engines, Aero, Reconditioning and Spares: Bristol Aeroplane Co., Ltd., Filton.—Engines, Aero, Spares, Repair of: D. Napier & Son, Ltd., London, W.—Engines, Aero, Spares: Rolls‐Royce, Ltd., Derby.—Glycerine: D. Thorn & Co., Ltd., Pendleton.—Landplane: De Havilland Aircraft Co., Ltd., Edgware.—Lay‐out of Moorings and Mark Buoys: Thos. Round & Sons, Scarborough.—Limousines, Humber, Pullman: Rootes, Ltd., Coventry.—Locomotive, Diesel: F. C. Hibbard & Co., Ltd., London, N.W.—Magnetos: British Thomson‐Houston Co., Ltd., Coventry; Rotax, Ltd., London, N.W.—Mahogany: M. A. Morris, London, N.—Nippers: Wynn Timmins & Co., Ltd., Birmingham.—Pantaloons: L. Silberston & Sons, London, E.—Plugs and Sockets: Vickers (Aviation), Ltd., Weybridge.—Pumps, Fuelling: Zwicky, Ltd., Slough.—Thermometers, Radiator: Negretti & Zambra, London, E.C —Transmitters: Standard Telephones and Cables, Ltd., London, N.W.—Trays for Racks: Hobbies, Ltd., Dereham.—Valves W/T: Edison Swan Electric Co.,Ltd., London, W.C.—Waistcoats, Life Saving: Robinson & Cleaver, Ltd., London, W.

This paper aims to investigate “corporate governance” of the English East India Company (EIC) in the late 17th century through a case study of the Tonkin factory (1672–1697).

The paper draws upon British primary materials relating to the Tonkin factory to examine and analyze the EIC’s style of management in Tonkin (Vietnam) and Bantam (Java). Qualitative and comparative methods are applied to the analysis of reports, records and letters written by EIC staff.

The paper finds that the EIC faced principal-agent problems as it had difficulties administering its distant agents and subsidiaries in the 17th century. London was strategically weakened, both by the limiting power of regional headquarters and by its use of experienced factors. Before 1682, London failed to temper the Bantam Council’s influence, and there were serious internal conflicts and power struggles between English Tonkin employees seeking to improve their positions. After 1686, London successfully forced Madras to adopt a noninterventionist stance in Tonkin’s business, but it faced the problem of “adverse selection.”

This paper provides evidence from the Tonkin factory (1672–1697) to show the EIC’s governance in the perspective of the agency theory.

This paper applies the theory of cascading, interconnected and compound risk to the practice of preparing for, managing, and responding to threats and hazards. Our goal is to propose a consistent approach for managing major risk in urban systems by bringing together emergency management, organisational resilience, and climate change adaptation.

We develop a theory-building process using an example from the work of the Greater London Authority in the United Kingdom. First, we explore how emergency management approaches systemic risk, including examples from of exercises, contingency plans and responses to complex incidents. Secondly, we analyse how systemic risk is integrated into strategies and practices of climate change adaptation. Thirdly, we consider organisational resilience as a cross cutting element between the approaches.

London has long been a champion of resilience strategies for dealing with systemic risk. However, this paper highlights a potential for integrating better the understanding of common points of failure in society and organisations, especially where they relate to interconnected domains and where they are driven by climate change.

The paper suggests shifting toward the concept of operational continuity to address systemic risk and gaps between Emergency Management, Organizational Resilience and Climate Change Adaptation.

WITH this issue we are commencing the twenty‐seventh year of our career as an independent Library Journal and trust that we shall carry on the tradition of our illustrious founder and continue to criticise or praise without fear or favour. During the past twelve months our editorial staff has successfully produced special numbers dealing with Bookbinding, Book Selection, Children's Departments, Classification, and Colonial Libraries. Judging by the correspondence we have received, our efforts have been greatly appreciated by the majority of our readers. Naturally we have not pleased everybody and we have even been dubbed the “little contemporary” in some quarters. However, we can point to an unbroken record of twenty‐six years' endeavour to serve the library profession and we ourselves are justly proud of the contemptible “little contemporary” that did not cease to appear even during the darkest hours of the dread war period.

THE changes in London local government which came into operation on 1st April, 1965, cut across the existing regional library bureaux organisation.

Index by subjects, compiled by K.G.B. Bakewell covering the following journals: Facilities Volumes 8‐17; Journal of Property Investment & Finance Volumes 8‐17; Property Management Volumes 8‐17; Structural Survey Volumes 8‐17.