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AbstractThis article examines the impact of Enoch Powell's speech on Britain's numerous right‐wing fringe groups and their response—in particular, that of the National Front, who benefitted the most from Powell's intervention on race and for a brief moment became Britain's fourth political party. It begins by looking at the growth of post‐World War II British fascism and how its emphasis switched from anti‐Semitism to anti‐colonial immigration. Throughout the piece, the relationship between Britain's far right and the Conservative party is examined to show how Powell inadvertently blurred the lines between the two. The article concludes with the 1979 general election victory of Margaret Thatcher who, by adopting Powellite themes but in more measured tones, destroyed the National Front's dream of an electoral breakthrough.

Argues that both human resource management (HRM) & New Public Management (NPM) reflect the New Right agenda, which serves powerful interests, &, therefore, questions the efficacy of transplanting them to less developed countries (LDCs). A selective examination of the general critiques of both NPM & HRM raises doubts as their validity even in the developed world. HRM, while rooted in the private sector, claims applicability to public sector employment, thus requiring a double transfer into public sector organizations in LCDs. Donor organizations that promote HRM practices, either in ignorance or in disregard for the political dynamics of LCD public organizations, reveal a sociological naivete. LDCs may have managers with low skills, while HRM practices require high levels of managerial guidance & oversight; further, the prospects for gaining commitment are reduced, & are also jeopardized by constant retrenchment exercises of the private sector. In light of a recent shift in NPM/HRM theory toward a more flexible, practical, & balanced approach, guidelines for practitioners are offered in relation to analysis, diagnosis, & practical application. 2 Tables, 1 Figure, 61 References. L. A. Hoffman

AbstractA large component of development aid in the past has been in the form of scholarships for officials and managers to attend short and long training programmes in the west. However, it has increasingly been felt that the impact of such programmes is limited, and hence the donor community is placing increased emphasis on 'projectized' training programmes, i.e. training that is geared to specific development projects in a particular country. This shift has implications for the nature of the training, the learning processes involved and the roles of trainers. This article explores these issues, firstly reviewing the debate between 'open' and 'projectized' training, and then going on to report on a case study involving a 'projectized' learning event run for the Nigerian Civil Service as part of its Civil Service reform programme. The case study explores the main differences between 'open' and 'projectized' training, demonstrates some of the potential problems with 'projectized' learning and, where appropriate, suggests solutions and offers a number of practical suggestions for trainers to consider for operating in an increasingly 'projectized' training scene.

AbstractFollowing visits to three less developed countries (LDCs) in Sub‐Saharan Africa (Tanzania, Kenya and Zimbabwe) to study public sector personnel systems, the author offers a review of personnel practice in Civil Service and parastatal organizations. In the main, despite a recognition that personnel issues were crucial to organizational success and thereby, ultimately, to economic development, the personnel function was found to be a largely reactive administrative operation, often combined with non‐personnel 'housekeeping' roles and lacking a strategic role within the organization. Reasons for this restricted role are suggested and include a lack of alternative models of best personnel practice, the historical legacy of colonial administration, and the continuing need for administrative controls in the face of favouritism and corruption. Prospects for reform are considered in the light of current conditions and the view is advanced that changes in the personnel practices and policy are most desirable and urgent in the parastatal sector, and that a reformed parastatal sector might serve as a model for selective improvements to personnel management in the Civil Service.

Der Verfasser bietet seine Beobachtungen und Schlußfolgerungen aus Aufenthalten in Tansania, Kenia und Simbabwe mit erfreulicher Zürückhaltung, wegen eventuell zu westlicher Prägung, an. Vielfältige Kritik an staatlichen und halbstaatlichen Einrichtungen sowie an Leistungsvermögen und -willen der dort Beschäftigten, ist in diesen Ländern selber sehr verbreitet, obwohl die Verantwortlichen - wenigstens theoretisch - die Wichtigkeit von Personalpolitik im umfassenden Sinne als Voraussetzung für Wirtschaftsentwicklung begreifen. Der Verfasser rät, bei den halbstaatlichen Einrichtungen mit Reformen anzusetzen, in der Erwartung, daß daraus dann Anstöße für verbesserte Personalpolitik im staatlichen Bereich - einschließlich der erforderlichen Beachtung beruflicher Spezialisierung - folgen. (APAF-Glz)

Based on an independent survey of more than 100 blind users of the Telesensory Systems' Optacon—a reading device utilizing print-to-tactual-image conversion—which included questions about the characteristics of the user, the uses to which the device is put, advantages and disadvantages, reliability, training, the manufacturer, and costs, the Sensory Aids Development Program of the American Foundation for the Blind concludes that the Optacon is a useful device and a sound investment for many types of uses by many different kinds of blind persons.