John Kelly

Mavis Hetherington, "without doubt the world's preeminent researcher on the family processes that surround divorce,...has distilled the wisdom growing out of her many studies of the short-term and long-term impact of divorce on family members" (Eleanor Maccoby, Stanford University). Offering "a welcome corrective to misleading and simplistic accounts," Hetherington "not only provides scientifically sound and wonderfully sensible guidance but dispels the myth that divorce is always negative" (Ross D. Parke, University of California, Riverside). This "widely-heralded study" (Time) is a "reader-friendly guide to how people can build success out of the stress and adversity of divorce" (Michael Rutter, Institute of Psychiatry, London), presenting a more nuanced picture of marital breakup—not as a momentary event but as a life process. Hetherington identifies the kinds of marriages that predispose a couple to divorce or not and also pinpoints "windows of change" that allow some to fashion the challenges of divorce into an opportunity for themselves and for their children. "Gold standard [research] aimed at clearing up confusion among moms and dads worried about divorce."—USA Today "Sure to become a classic in the field!"—Constance R. Ahrons, author of The Good Divorce "Without doubt the world's preeminent researcher on the family processes that surround divorce."—Eleanor Maccoby, Stanford University "A welcome corrective to misleading and simplistic accounts...dispels the myth that divorce is always negative."—Ross D. Parke, University of California, Riverside

Based on his ground-breaking ten-year study funded by the National Institutes of Health, the author examines why so many stepfamilies fall apart and shows them how to resolve their conflicts, with the help of case studies. Reprint.

This book is a study of the relationship between full-time union officials and shop stewards across the whole of British industry (public and private, manufacturing and services) in 1986–91. It is the first major study of union officials for 20 years, and one of the most detailed studies of workplace collective bargaining and union organisation following the recession of the early 1980s. In the wake of recession, union decline, industrial restructuring, anti-union legislation, and changes in union policies (towards a new realism), Britain is said by some commentators to be entering a new era of industrial relations. This book provides a unique body of evidence that throws new light on this claim, and casts serious doubt on its validity. It combines survey, interview, questionnaire and observation data and thus overcomes the well known limitations of both large-scale surveys and individual case studies.

This book looks at the transfer and further development of value management procedures, as practised in North America, in a United Kingdom and Commonwealth construction industry context.