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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.

The purpose of this chapter is to summarize and integrate a body of psychological literature regarding an individual difference related to the experience of anxiety that largely, and somewhat surprisingly, has been overlooked by organizational scientists. This variable, most often called social anxiety or social phobia, reflects a strong fear that one is in danger of behaving inappropriately, inadequately, or ineptly, with impending disastrous consequences such as rejection, humiliation, or ouster from a group (Trower & Gilbert, 1990). In providing a summary of the construct and ongoing investigations, the chapter offers ideas for future research into how this important variable may influence behaviors at work.

The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).

WE offer our readers good wishes for 1939. We hope that every kind of library may be allowed in peace to pursue its development for the spreading of good reading, to the end that enlightenment and with it wisdom may prevail amongst our millions of readers. We hope too that it will be another year of progress in service, in good and deftly‐employed technique, in the development of the will to make libraries interesting, attractive, useful and indeed inevitable and essential to all men. For librarians we hope it may be a further stage in the promotion of their profession, of growth of their own faith in it, and of increase in the willingness of those who employ librarians in municipalities, counties, colleges and other places to recognize training and service with better pay, prospects and status. We know that appreciation will not give greater willingness to serve; we do know it will give greater happiness.

So far as municipal libraries are concerned, by the time these lines appear librarians will mostly have faced the annual ordeal of the Estimates. It will not have been an easy time for them; for 1921–22 will be the first year in which the high post‐war charges of all kinds have to be encountered as a whole; and the forecast, at a time when the public generally is crying for economy—by which it means retrenchment—has in many cases seemed a gloomy one. The times are serious, and unemployment and slack industries do not make for enthusiasm for library or other constructive expenditure. The phase is, we hope, a transient, transitional one, and while we may deplore retrenchment in any phase of our work, it may be better to face the facts squarely, and to acquiesce in a certain amount of restraint than to resist it, in the hope that our moderation may lead to a larger measure of money and moral support later. It is only a hope, but it is worth cherishing.

The Equal Pay Act 1970 (which came into operation on 29 December 1975) provides for an “equality clause” to be written into all contracts of employment. S.1(2) (a) of the 1970 Act (which has been amended by the Sex Discrimination Act 1975) provides:

HARROGATE will be notable as the venue of the Conference in one or two ways that distinctive. The Association Year is now to begin on January 1st and not in September as heretofore; and, in consequence, there will be no election of president or of new council until the end of the year. The Association's annual election is to take place in November, and the advantages of this arrangement must be apparent to everyone who considers the matter. Until now the nominations have been sent out at a time when members have been scattered to all parts of the country on holiday, and committees of the Council have been elected often without the full consideration that could be given in the more suitable winter time. In the circumstances, at Harrogate the Chair will still be occupied by Sir Henry Miers, who has won from all librarians and those interested in libraries a fuller measure of admiration, if that were possible, than he possessed before he undertook the presidency. There will be no presidential address in the ordinary sense, although Sir Henry Miers will make a speech in the nature of an address from the Chair at one of the meetings. What is usually understood by the presidential address will be an inaugural address which it is hoped will be given by Lord Irwin. The new arrangement must bring about a new state of affairs in regard to the inaugural addresses. We take it that in future there will be what will be called a presidential address at the Annual Meeting nine months after the President takes office. He will certainly then be in the position to review the facts of his year with some knowledge of events; he may chronicle as well as prophesy.