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Work overload is an important and often singular objective for organizational interventions targeting nurse satisfaction and turnover in hospital settings around the world. The centerpiece of many such interventions involves the reassignment of nursing tasks to lesser licensed or unlicensed staff in order to provide immediate term relief to over extended professional nurses. These “Substitution Interventions” (SI) evolve from the diagnostic assumptions that “lightening the load” of professional nurses with more plentifully available “others” will provide, even in the absence of other changes, immediate relief to over-extended staff, reducing their growing sense of dissatisfaction and, thus, decreasing their desire or perceived need to look for another job. The purpose of this study is to critically examine the prevailing diagnostic assumptions that underlie “Substitution Interventions” (SI) and, propose and test in a sample of hospital care-givers (n=241) an alternative organization diagnostic model that may aid in understanding their propensity to fall short of management expectations.

Our nineteenth volume opens with this page in circumstances as unsettled and uncertain as any in the history of this or any other journal. In defiance of prophecy the European conflict drags its colossal slow length wearily along, bearing with it the hopes and fears of the whole human race. It is not to be wondered at that the aims for which we strive have not made great strides in the year that has just closed. Important as we recognize literature and its distribution to be, the pressing material needs of the people often cause them to lose sight of the invincible fact that the freedom of the human spirit, its intellectual and humane expansion, are, after all is said, the ultimate aims of the war. It will not be of abiding service to the British race if in conquering the Germans we sacrifice beyond redemption all those sources of sweetness and light which have been the outcome of centuries of British endeavour. We do not fear that such sacrifice will be demanded of us, but the logic of material facts demonstrates that all who care for schools, libraries, museums, art galleries, music, and all other agencies for the moral and spiritual uplifting of men, must be on their guard against the well‐meaning but ignorant encroachments of those who would rather “save money” by abolishing them, than, for example, by foregoing their own individual luxuries.

“Service” became the buzzword of the 1980s. While numerous business school programmes have been progressive in research, publication and education in this area, service management in hospitality education has yet to receive the attention that it deserves. Offers a review of service management issues, discusses the reasons why an understanding of service management concepts is important to the hospitality student, and makes recommendations for how the service concepts can be grouped together to form the basis of a service management course in a hospitality curriculum.

On November 6th, 1941, in the case of Churcher v. Reeves in the High Court it was held that a farmer charged with selling milk deficient in solids‐not‐fat below the statutory limit of 8·5 per cent. could successfully plead that this deficiency was due to shortage of feeding stuffs and not to added water. (J.P. 1941 CV. 627.)