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Council of Scientific and Industrial Research (CSIR)–National Metallurgical Laboratory (CSIR–NML) has launched a number of initiatives in different perspectives of e-Government. The “Mandays-Involvement” website was implemented by the laboratory in Government-to-Employee (G2E) perspective i.e. facilitating its research and development (R&D) manpower by providing data with respect to their own performance parameters through a single window. The development and implementation of the website had two major objectives : (1) to provide a system to the researchers for tracking and improving their own performance with respect to mandays and external cash flow generation and (2) to equip the management with a tool to enhance the organizational performance and enable optimum employee utilization.

Software Development Life Cycle approach was followed for the web-based system development and iterative model was used. Open source web development tools i.e. Php, My-Sql and CSS were used for the system development.

The new system helped in detailed profiling of current and future assignment of the researchers so as to have a check over preference-based allocation of work and providing equal opportunities of work to all.

The percentage average mandays utilization was stabilized after the implementation of the website. The percentage under and over engagements of researchers in R&D projects was controlled and reduced.

The system outputs are utilized for R&D Team formation, Project approvals and Annual Performance Evaluations.

This new information system acts as a decision support system that helps the management to align its organizational policies toward the Future Research Projects and R&D manpower.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

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.

A systems perspective of waste management allows an integrated approach not only to the five basic functional elements of waste management itself (generation, reduction, collection, recycling, disposal), but to the problems arising at the interfaces with the management of energy, nature conservation, environmental protection, economic factors like unemployment and productivity, etc. This monograph separately describes present practices and the problems to be solved in each of the functional areas of waste management and at the important interfaces. Strategies for more efficient control are then proposed from a systems perspective. Systematic and objective means of solving problems become possible leading to optimal management and a positive contribution to economic development, not least through resource conservation. India is the particular context within which waste generation and management are discussed. In considering waste disposal techniques, special attention is given to sewage and radioactive wastes.

This register of current research in social economics has been compiled by the International Institute of Social Economics. The register does not claim to be comprehensive but is merely an aid for research workers and institutions interested in social economics. The register will be updated and made more comprehensive in the future but this is largely dependent on the inflow of information from researchers in social economics. In order to facilitate this process a standardised form is to be found on the last page of this register. Completed forms, with attached sheets as necessary, should be returned to the compiler: Dr Barrie O. Pettman, Director, International Institute of Social Economics, Enholmes Hall, Patrington, Hull, N. Humberside, England, HU12 OPR. Any other comments on the register will also be welcome.

The role of uncertainty in manpower planning is discussed and illustrated by reference to manpower planning in the Civil Service. The nature of the planning process is described, and an account given of the principal statistical methods employed. Uncertainty is classified in terms of random error, specification error, estimation error and data error. Strategies for containing error are discussed, and examples used to illustrate the relative importance of each type. Parameter specification error is usually dominant, and experience suggests that sensitivity analysis is the most practical way of dealing with it. The mutually‐dependent roles of statistician and manager in the process of working towards effective decisions, and the importance of a flexible and continuous planning process which can adapt to the unexpected, are both stressed.

Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.

Work which has attracted the label manpower planning has been developed in many separate areas by people using a variety of distinct techniques or disciplines; these have been applied in widely varying circumstances and on varying time‐scales to classes of people varying appreciably in number, kind and heterogeneity, and with a variety of ends in mind.

Since individual and/or sectional interests are embedded in organisational relations, the meaning and significance of manpower plans will depend very much on the political and career systems of which they are both a condition and a consequence. Manpower planning can never be seen simply as a technical solution to practical problems for insofar as it reflects and reinforces power‐knowledge practices within organisations, it is as much part of the problem as of the solution. The post‐Griffith climate of industrial management in the NHS is leading to the imposition of an artificial consensus through bureaucratic and technicist means, rather than identifying and developing new ways to mobilise the creative collective power of the majority, who at present remain peripheral to, and disinterested in, their organisation.