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Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

I. INTRODUCTION In this monograph we point out and analyse various dimensions of bargaining structure, which we define broadly as the institutional configuration within which bargaining takes place, and attempt to provide some guidelines for management action. We look at the development, theory, and present framework of bargaining structure in Britain and then examine it in terms of choices: multi‐employer versus single employer, company versus plant level bargaining, and the various public policy issues involved.

This study aims to investigate the tensile strength and elastic modulus of custom-designed polymer composites developed using voxel-based design. This study also evaluates theoretical models, such as the rule of mixtures, Halpin–Tsai model, Cox–Krenchel model and the Young–Beaumont model and the ability to predict the mechanical properties of particle-reinforced composites based on changes in the design of rigid particles at the microscale within a flexible polymer matrix.

This study leverages the PolyJet process for voxel-printing capabilities and a design of experiments approach to define the microstructural design elements (i.e. aspect ratio, orientation, size and volume fraction) used to create custom-designed composites.

The comparison between the predictions and experimental results helps identify appropriate methods for determining the mechanical properties of custom-designed composites ensuring informed design decisions for improved mechanical properties.

This work centers on multimaterial additive manufacturing leveraging design freedom and material complexity to create a wide range of composite materials. This study highlights the importance of identifying the process, structure and property relationships in material design.

Introduction There have recently been a number of articles arguing that the status of personnel management within the management hierarchy of many firms in Britain is increasing quite considerably. These articles have then gone on to discuss some of the general factors, such as the extensive programme of industrial relations legislation of the previous Labour Government, responsible for this change. However, beyond these fairly general statements on the status of personnel management our “hard evidence” on the subject is very much confined to single industry studies (i.e. engineering, chemicals) that have been almost solely concerned with the influence of one variable, that of establishment size, on the development of the personnel management function.

In examining the relatively disadvantaged labour market position of women in Britain existing studies have overwhelmingly concentrated on the issues of pay and their occupational distribution in the workforce. The issue of job satisfaction has been scarcely touched upon. To illustrate, in Jain and Sloane's recent book on race and sex discrimination in the U.S.A., Canada, and Britain, which was published in 1981, there is only a single, one page reference to job satisfaction in their index The relative absence of such studies is particularly unfortunate given that job satisfaction is arguably the ultimate aim and hope that many people have with regard to employment. In making this statement we do, of course, acknowledge the potential importance of the distinction between satisfaction in a job and satisfaction with a job; the latter being essentially the perspective of instrumentally orientated workers who view a job as simply the means of obtaining satisfaction elswhere in their life.

This paper examines the use of “double breasting” as a means of union avoidance among multinational companies (MNCs). Double breasting refers to the practice whereby multi-establishment organizations simultaneously operate establishments on both union and non-union bases. Using survey data from the largest and most representative empirical investigation of employment practice in MNCs in Ireland, supplemented by qualitative data gathered from case-based investigations in the subsidiary operations of American-owned MNCs, we profile the incidence and pattern of this particular form of union avoidance as well as providing insights on management's rationale for so doing. Our findings suggest that a substantial and increasing number of unionized MNCs in Ireland are engaging in double breasting. This phenomenon is most evident among U.S. MNCs. We also find that employers, at both local and global levels, have proactively initiated double breasting as a strategic ploy to increase management prerogative and better position subsidiary operations to attract new investment from corporate levels.

This paper presents a novel approach to the design of composite flywheels. Specifically, the paper determines the optimal orientation of fibers in a stacked ply composite disk arrangement. The equations of equilibrium represent the state equations for the system. Classical lamination theory is used to develop the constitutive relations for the composite disk. This allows the orientation of the fibers in the reinforcement ply to be treated as the control variable for the problem. The Tsai‐Wu criterion, which is used to predict failure of the flywheel, is taken as the performance index. Solutions to the optimal control problem yield disk designs that provide energy densities that are 13 percent greater than a benchmark design.

British Aircraft Corporation recently announced the new Board of English Electric Aviation Ltd. and the composition of the Board of Directors of the new company British Aircraft Corporation (Guided Weapons) Ltd. This follows the announcement that English Electric Aviation is taking over from English Electric Ltd. its aircraft manufacturing facilities at Preston and Salmesbury and that the guided weapons interests of English Electric Aviation and of Bristol Aircraft Ltd. are being integrated under the management of a new company, B.A.C. (Guided Weapons) Ltd.

The concept of employer branding has drawn the attention of both academicians and practitioners over a decade. However, inaction, the objective of the employer brand managers were hardly tapped. Therefore, this paper aims to explore the views of HR manager on employer branding activities and its implementation.

This study is a case research of three multinational companies in India. A semi-structured interview method has been adopted to collect the data and a content analysis technique was used for analyzing the data into identified themes.

The HR managers of the studied company were discussed with multiple activities related to employer branding practice and implementation in their workplace. The key observations and discussions from the interviews were themed after the analysis as meaningfulness and visibility, employer brand awareness and differentiator and human resource development (HRD) parameters.

The combined effect of branding theories and HRD practices will establish the most attractive and successful employer brand building process in place. Involving the potential and existing employees in the psychological contract formation; consistency among the internal and external communication systems; and top management approach with the brand highlighted the need for research and theory development in employment branding.

Communication breakdown, strategic mismatch, long-term disconnects and sustained success are the strategic concerns that every company who believe in the idea of employer branding may face and need to well-handled.

The study concluded with the belief of the human resources managers from all the three organizations as stated – adopting a community based strategic approach to the organization’s brand and clear about what the employer brand stand across the employment lifecycle drives businesses into success.