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The purpose of this paper is to provide aging services professional insights into older adult responses to brain fitness programs that may not appear on quantitative program evaluations.

Qualitative data obtained via observations, instructor interviews and feedback, open-ended responses on course evaluations and participant focus groups.

Participants come to brain fitness programs with a variety of expectations and preferences about program content. Some are looking for educational content, some wanted to learn memory strategies, and others are looking for drilling or brain games. Participants responded very positively to descriptions of brain fitness research and scientific details. However, presenting such content posed a challenge to non-expert instructors, and efforts should be made to reduce this burden. Instructors can play a valuable role in goal setting, but instructors and participants felt that small rewards for meeting goals were unnecessary. Both instructors and participants felt that peer-to-peer interaction is a particularly valuable component of such courses. Overburdening participants should also be avoided. Organizations offering the program were also found to be adapting the course to better fit the organization’s capacities and the desires of participants.

The participant population is largely Caucasian, well-educated and middle to high socioeconomic status.

Due to the characteristics of the participant population, it is not known which, if any, of the findings apply to a less well-educated, lower income populations, or populations from other racial/ethnic groups.

These insights can assist senior living professionals in successfully creating, adopting or adapting brain fitness programs in order to best meet the needs of the populations that they serve.

At a recent inquest upon the body of a woman who was alleged to have died as the result of taking certain drugs for an improper purpose, one of the witnesses described himself as “an analyst and manufacturing chemist,” but when asked by the coroner what qualifications he had, he replied : “I have no qualifications whatever. What I know I learned from my father, who was a well‐known ‘F.C.S.’” Comment on the “F.C.S.” is needless.

We examine how input- (vs. output-) based performance evaluation and incentive intensity impact employees’ autonomous motivation, thereby influence their proactive work behaviors.

We collected survey responses from 309 employees of different firms. Multi-group Structural Equation Modeling analyses were used to analyze the data.

Input-based evaluation had a positive effect on autonomous motivation and proactive work behaviors when task uncertainty was high, but a negative effect when it was low. Autonomous motivation had a positive effect on proactive work behaviors.

Our results on the moderating effect of task uncertainty provide insights into inconsistencies in earlier studies. Moreover, applying self-determination theory of motivation to incentive research can provide some insights into why sometimes, incentives can negatively affect performance.

The study of proactive work behaviors is important because despite their necessity in the fast-changing business environment, they are relatively unexplored in the incentive literature. Proactivity is especially important for tasks that are high in uncertainty because the exact tasks to achieve those goals are hard to specify.

We investigate the effect of performance management system on proactive work behaviors, mediated by autonomous motivation and moderated by task uncertainty.

A dinner was held at the Café Royal on Tuesday, January 10th to celebrate the completion of forty years' existence by the British Food Journal and the British Analytical Control. A number of eminent people were present, and complimentary references were made to the invaluable services which the Journal and the Control had rendered in assisting in the suppression of adulteration and in giving authentic indication of genuineness.

This paper examines the conditions under which ancient peoples might have developed a concept of “sustainability,” and concludes that long-term resource management practices would not have been articulated prior to the development of the first cities starting c. 6,000 years ago.

Using biological concepts of population density and niche-construction theory, cities are identified as the first places where pressures on resources might have triggered concerns for sustainability. Nonetheless, urban centers also provided ample opportunities for individuals and households to continue the same ad hoc foraging strategies that had facilitated human survival in prior eras.

The implementation of a sustainability concept requires two things: individual and institutional motivations to mitigate collective risk over the long term, and accurate measurement devices that can discern subtle changes over time. Neither condition was applicable to the ancient world. Premodern cities provided the first expression of large population sizes in which there were niches of economic and social mutualism, yet individuals and households persisted in age-old approaches to provisioning by opportunistically using urban networks rather than focusing on a collective future.

Archaeological and historical analysis indicates that a focus on “sustainability” is not an innate human behavioral capacity but must be specifically articulated and taught.

The Corporation of the City of London are about to appoint a Public Analyst, and by advertisement have invited applications for the post. It is obviously desirable that the person appointed to this office should not only possess the usual professional qualifications, but that he should be a scientific man of high standing and of good repute, whose name would afford a guarantee of thoroughness and reliability in regard to the work entrusted to him, and whose opinion would carry weight and command respect. Far from being of a nature to attract a man of this stamp, the terms and conditions attaching to the office as set forth in the advertisement above referred to are such that no self‐respecting member of the analytical profession, and most certainly no leading member of it, could possibly accept them. It is simply pitiable that the Corporation of the City of London should offer terms, and make conditions in connection with them, which no scientific analyst could agree to without disgracing himself and degrading his profession. The offer of such terms, in fact, amounts to a gross insult to the whole body of members of that profession, and is excusable only—if excusable at all—on the score of utter ignorance as to the character of the work required to be done, and as to the nature of the qualifications and attainments of the scientific experts who are called upon to do it. In the analytical profession, as in every other profession, there are men who, under the pressure of necessity, are compelled to accept almost any remuneration that they can get, and several of these poorer, and therefore weaker, brethren will, of course, become candidates for the City appointment.

DR. S. C. ROBERT'S Presidential Address which is printed in the L.A. Record for May and reprinted in the usual separate Proceedings, will be read by all manner of librarians not only for its individual charm but also for a suggestion here and there which may have lasting effects. His major conclusion is that “the spiritual harmony and the intellectual Stability of mankind will Still be largely determined by the reading and writing of books,” whatever may be the triumphs of cinema, wireless and television. This was well worth repeating at a time when we are occupied by visual methods, quite justly, indeed ; if only again to Stress that these must not become an obsession which prevents our seeing that our real purpose is the book. So, too, we may ponder his gentle caveat: “in our laudable efforts towards a perfection of order and classification, there is inevitably a tendency to mistake means for ends, to make our systems our masters rather than our servants.” We know that there is a growing revolt against the intricate simplicities that are being introduced in cataloguing and classification; so intricate, indeed, that except to those who have done careful preparatory reading, writers upon them are completely unreadable. Not the least interesting part of Dr. Roberts's address was his account of early encounters with a library indicator and its attendant difficulties. These may be read as a warning, seeing that most of us have never seen an indicator, and some, because of the losses open access involves, would like to return to what is stupidly called “closed‐access,” a term as sensible as hot ice or dry wet.

WE write on the eve of an Annual Meeting of the Library Association. We expect many interesting things from it, for although it is not the first meeting under the new constitution, it is the first in which all the sections will be actively engaged. From a membership of eight hundred in 1927 we are, in 1930, within measurable distance of a membership of three thousand; and, although we have not reached that figure by a few hundreds—and those few will be the most difficult to obtain quickly—this is a really memorable achievement. There are certain necessary results of the Association's expansion. In the former days it was possible for every member, if he desired, to attend all the meetings; today parallel meetings are necessary in order to represent all interests, and members must make a selection amongst the good things offered. Large meetings are not entirely desirable; discussion of any effective sort is impossible in them; and the speakers are usually those who always speak, and who possess more nerve than the rest of us. This does not mean that they are not worth a hearing. Nevertheless, seeing that at least 1,000 will be at Cambridge, small sectional meetings in which no one who has anything to say need be afraid of saying it, are an ideal to which we are forced by the growth of our numbers.

This paper aims to examine the relationship between internal corporate governance mechanisms and board performance in monitoring roles.

A survey questionnaire was used to gather data on board performance, while annual reports were employed to gather data on internal corporate governance mechanisms. Data for board performance were based on 112 directors who represent the companies.

Factor analysis extracted two dimensions of monitoring roles: management oversight roles and performance evaluation roles. Non‐independent non‐executive directors and managerial ownership were found to be positively related to both dimensions of monitoring roles, while the multiple directorships of non‐executive directors were negatively related to management oversight roles.

The paper establishes the need for regulators to pay particular attention to multiple directorships, which are commonly practiced in public listed companies. The contribution of non‐independent non‐executive directors rather than independent directors in monitoring roles calls for further research. Regulators need to emphasize the performance evaluation roles of the board of directors (BOD), as much emphasis has been given to management oversight roles.

The study contributes to the literature concerning monitoring roles as it shows that management oversight roles and performance evaluation roles are differentiated. The findings provide an avenue for the contribution of non‐independent non‐executive directors and multiple directorships in monitoring roles.