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The purpose of this paper is to offer six principles that health system leaders can apply to establish a governance and management system for the quality of care and patient safety.

Leaders of a large academic health system set a goal of high reliability and formed a quality board committee in 2011 to oversee quality and patient safety everywhere care was delivered. Leaders of the health system and every entity, including inpatient hospitals, home care companies, and ambulatory services staff the committee. The committee works with the management for each entity to set and achieve quality goals. Through this work, the six principles emerged to address management structures and processes.

The principles are: ensure there is oversight for quality everywhere care is delivered under the health system; create a framework to organize and report the work; identify care areas where quality is ambiguous or underdeveloped (i.e. islands of quality) and work to ensure there is reporting and accountability for quality measures; create a consolidated quality statement similar to a financial statement; ensure the integrity of the data used to measure and report quality and safety performance; and transparently report performance and create an explicit accountability model.

This governance and management system for quality and safety functions similar to a finance system, with quality performance documented and reported, data integrity monitored, and accountability for performance from board to bedside. To the authors’ knowledge, this is the first description of how a board has taken this type of systematic approach to oversee the quality of care.

The purpose of this paper is to provide an interview with Michael Armstrong, joint Managing Partner of e‐reward and former Chief Examiner of the Chartered Institute of Personnel and Development (CIPD).

This briefing is prepared by an independent interviewer.

In this interview, Michael discusses his new publication, Evidence Based Reward Management, which provides HR professionals with the means of measuring how the reward and pay of employees contribute directly to the performance of organizations.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

It is important to ensure that everything done to develop and improve reward practices is evidence‐based. If organizations do not try to collect and analyze the evidence required to measure reward effectiveness they are not in a position to identify where improvements are required and do not have the information required to decide on the nature of such improvements.

Develops an original 12‐step management of technology protocol and applies it to 51 applications which range from Du Pont’s failure in Nylon to the Single Online Trade Exchange for Auto Parts procurement by GM, Ford, Daimler‐Chrysler and Renault‐Nissan. Provides many case studies with regards to the adoption of technology and describes seven chief technology officer characteristics. Discusses common errors when companies invest in technology and considers the probabilities of success. Provides 175 questions and answers to reinforce the concepts introduced. States that this substantial journal is aimed primarily at the present and potential chief technology officer to assist their survival and success in national and international markets.

Profiles broadband communications, wondering whether AOL Time Warner will keep its side of the bargain that promises to provide a universal telephone service, in exchange for accepting regulations regarding monopoly. Recommends that only by quality of service monitoring can AOL Time Warner be seen to be keeping its side of the bargain. Concludes that quality of service monitoring is a timely approach in the USA with regard to broadband communications systems.

The Personnel and Training Management Yearbook and Director appears in its seventh edition from its consultant editorial board of Michael Armstrong, Terry Ball and Terry Page — a formidable team combining business, personnel, and journalistic interests and experience.

Outlines alternative research strategies for evaluation of Community policing (CP). Briefly discusses the failure of policing as a formal mechanism of social control and traces the evolution of CP. Identifies features which provide a paradigm for CP. Gives lists of objectives to determine whether CP is being implemented and is successful. Compares methods of data collection. Examines two types of quasi‐experimental designs for evaluation: pre‐test/post‐test group or interrupted time‐series design. Proposes causal‐comparative research as an alternative to these designs.

The article argues that many of the practices associated with the concept of human resource management were flourishing under different names before the notion of HRM emerged in the mid‐1980s. There have been many developments in these practices but they have been evolutionary. They have not happened because of any revolutionary new approaches derived from HRM theory. The fact that the pace of change in personnel management is faster now than before the 1980s is not attributable to the advent of HRM as a philosophy. It has been forced on organisations by the rapidly changing business, political, economic and social environment. It has also taken place as a result of the increased professionalism of personnel practitioners encouraged by the Chartered Institute of Personnel and Development and by the burgeoning academic institutions which have disseminated ideas about human resource management more comprehensively through a wider range of high quality publications.

The purpose of this paper is to highlight and discuss the unique safety and protection requirements for the electrical microgrid system in a turboelectric distributed propulsion aircraft.

The NASA N3-X concept aircraft requirements were considered. The TeDP system was decomposed into three subsystems: turbogenerator, distribution system and propulsors. Unique considerations for each of these subsystems were identified.

The fail-safe requirements for a TeDP system require a divergence from the standard safety case used for conventional propulsion systems. Advantages in flight control and single-engine-out scenarios can be realized using TeDP. Additionally, a targeted use of energy storage and reconfigurability may enable seamless response to propulsion systems failures.

The concepts discussed in this paper will assist to guide the early conceptual and preliminary design and evaluation of TeDP architectures.

The safety case for TeDP architectures is currently immature. The work presented here acts to frame some of the major issues when designing, evaluating and verifying TeDP conceptual architectures.