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Aerospace is a demanding technological and industrial sector. Several regulations and policies via innovative digital transformation have been integrated to impact production systems and supply chains, including safety measures. Studies demonstrated that the Fourth Industrial Revolution (4IR) technologies could enhance productivity growth and safety measures. The 4IR role in influencing airlines’ growth is yet to receive in-depth studies in South Africa. Thus, this study aims to investigate the role of 4IR technologies in influencing airlines’ growth in South Africa.

This research used a qualitative research method. Primary data were compiled via 56 face-to-face semi-structured interviews with major stakeholders. The study achieved saturation. A thematic method was used to analyse the collected data.

Findings reveal the nine major factors influencing South African airlines’ growth in the 4IR era. This includes investment in ergonomics applications and research, governance is driven by 4IR, collaboration and incorporation of 4IR concepts, partnership with drone technology and high precision and efficiency with 4IR. Others are reskilling and upskilling, investment in 4IR software, policies to promote 4IR usage in the industry and policies to reduce human interface.

Understanding the relative significance of 4IR technologies’ role in airlines’ growth can assist critical stakeholders in promoting innovative policies and regulations tailored towards digitalised aerospace. Thus, the study contributes to strategies to improve digital innovation, airline growth and safety as components of the air travel demands in South Africa.

The Howard Shuttering Contractors case throws considerable light on the importance which the tribunals attach to warnings before dismissing an employee. In this case the tribunal took great pains to interpret the intention of the parties to the different site agreements, and it came to the conclusion that the agreed procedure was not followed. One other matter, which must be particularly noted by employers, is that where a final warning is required, this final warning must be “a warning”, and not the actual dismissal. So that where, for example, three warnings are to be given, the third must be a “warning”. It is after the employee has misconducted himself thereafter that the employer may dismiss.

The purpose of this research is to gather information about user experiences with overhead scanners, in order to better inform purchasing decisions.

The method of obtaining information was a survey, publicized via several listservs frequented by higher education digitization personnel, and available for four months in 2010. Participants were asked to identify their scanner, rate the extent to which they would recommend it, and describe usage patterns, speed, problems they encountered with hardware and software, and also what they like about their scanner.

In total, 52 respondents described 71 scanners covering 19 different brands (30 models, two unspecified). The number of complaint entries for hardware and software were even, with 39 responses for each (55 per cent). When asked to what extent the respondent would recommend the product, 30 per cent (21 respondents) would highly recommend their scanner (“Yes, it's great!”), 39 per cent (28 respondents) said “Yes, it's pretty good”, 25 per cent (18 respondents) would only possibly recommend it, with caveats, and 6 per cent of respondents (four) would not recommend their scanner at all.

Only 52 respondents participated in the study, reporting on a wide variety of models and brands. Five brands accounted for 69 per cent of the responses, so the quantity of responses per brand or model was far from equivalent, which is a severe weakness in terms of generalization of findings. The survey was heavily designed for open‐ended responses, which are not easily quantifiable. Follow‐up surveys should be designed to capture more easily quantifiable results, and, if possible, a larger and roughly equivalent number of responses for each model included.

Results of the survey will provide potential purchasers of overhead scanners with information that will assist them in making informed decisions and avoid expensive mistakes.

This paper gathers reports about the performance of a wide variety of overhead scanners in the field, which will help inform purchasing decisions in the immediate future.

This paper gathers reports about the performance of a wide variety of overhead scanners in the field, which will help inform purchasing decisions in the immediate future.

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).

December 14, 1972 Industrial Relations — Unfair dismissal — Jurisdiction — Notice given before and expiring after coming into force of statutory protection — Payment of wages in lieu of remaining notice — Whether contract terminated when notice given or when expiring — Whether jurisdiction to award compensation for unfair dismissal — Industrial Relations Act, 1971 (c.72), s. 23(2) (5).

This study aims to explore the role General Managers (GMs) play in mitigating the effects of the unprecedented COVID-19 pandemic.

Qualitative structured interviews conducted online with 50 hospitality GMs from 45 countries are used to explore the impact of the pandemic on the industry’s operational norms and the role of managers in both managing the crisis and planning contingencies for recovery.

The findings enhance the conceptual capital in this emerging field and provide insights on how GMs behave during crises. Four related sub-themes emerged from the data analysis, namely, contingency planning and crisis management, resilience and impact on GM roles, the impact on hotels’ key functional areas and some GMs’ suggestions for the future of luxury hospitality.

This study generates empirical data that inform contemporary debates about crisis management and resilience in hospitality organizations at a micro-level operational perspective.

Findings suggest that, in times of uncertainty and crisis, luxury hotel GMs are vital in coping with changes and leading their organizations to recovery. GMs’ resilience and renewed role and abilities enable them to adapt rapidly to external changes on their business environment.

This study is unique in terms of scale and depth, as it provides useful insights regarding the GM’s role during an unprecedented crisis such as COVID-19.

MOST engineering sub‐contractors cannot afford the investment required to stock high levels of tooling. However, orders placed with sub‐contractors require short delivery periods and therefore quick sourcing and consistent quality of tooling are of particular importance, especially in the case of carbide tooling.

THE NAME OF Peter Labdon was first printed as Editor of NLW in the issue for July 1977. In this present issue it appears thus for the last time. In January 1983 Peter takes on the honorary and taxing role of Treasurer of the Library Association, which he sees as conflicting with continuation as NLW's Editor, and I will eschew mischief and concede him the point.