Money in remarriage: keeping things simple – and separate

This paper investigates money matters in remarried couples. The number of such couples is on the increase, and their financial affairs are likely to be more complex and conflictual than for first-married couples, but there has been little research attention paid to this group in Britain. The present study explores patterns of control and management of money by means of data from semi-structured interviews with 20 couples in which one partner or both had been married before. The men and women were interviewed separately, but in the majority of cases, simultaneously, in separate rooms. This yielded data from 38 interviews since two men declined to take part in the study. Ages of respondents ranged from 28 to 83, with the majority in the 30–55 range. At the time of the study, only half still had dependent children, and not all of the latter were co-resident. A key finding of the study is a degree of separateness in financial arrangements that is in sharp contrast to earlier findings. As many as half of the couples were using an Independent Management system, compared with less than 2 per cent of couples in general. For those with children from previous relationships, this separateness was especially marked in the way they wished their assets to be treated after their death. However, in line with earlier studies, the balance of economic power in second and subsequent marriages still appeared to favour the men, who generally had larger incomes and owned more assets in their own names.     

Voices From the Field: Social Workers Define and Apply Social Justice

Social justice is embraced as a central mission of social work, yet how the profession defines it lacks clear and common understanding. This qualitative study explored the concept of social justice as perceived and applied by social workers in diverse practice settings. Focus-group participants were asked five primary open-ended questions. Key phrases and terms were identified and grouped into four themes: variation in meaning of social justice, confronting injustices, practice reality, and professional responsibility. The findings suggest that social justice as understood and practiced in the field is compatible with theoretical conceptions in the literature, but a predominant understanding remains lacking.     

Specialisation and post-qualifying training in social work

This article is primarily about the issue of specialisation in social work, and especially the training needs which are associated with it. It argues in favour of the strengthening of specialist roles and skills in social work, and holds that social work will not be able to develop a distinctive body of ‘intellectual capital’ (or professional confidence and respect) without the greater encouragement of its specialisms. Its main concerns are, however, with training, and the article recommends that priority be given to establishing two-year part-time programmes of post-qualifying social work education. The need for these follows from the unavoidable limitations of two-year basic social work courses, but their object would also be to further the development of specialist expertise and practice in the field.     

Reconciling autonomy and community: the paradoxical role of HRD

This paper examines the competing discourses of autonomy and community, so long a concern to social theorists but which we argue have been under-theorised by researchers of HRD. We argue that it is this tension, embedded in the assumptions and behaviours of those working within organisations, which has informed a growing concern by HRD practitioners to balance the needs of the individual with those of organisations, a preoccupation which dates at least to the appropriation by organisations of the socio-psychological theories of the human relations movement. The paper examines the most recent attempts to reconcile autonomy and community through the emergence of the new managerial discourses of spirituality and organisational citizenship. We conclude that this quest is inevitably elusive, based as it is on assumptions of trust within organisation relationships which are increasingly challenged by the short term nature of our post-bureaucratic organisational relationships and the fragmentation, instability and the blurring of boundaries. We conclude with a call for HRD to take on the mantle of critical educator and moral conscience raiser to encourage a deeper engagement with social, existential and philosophical questions that lie at the heart of organisational life.     

Overcoming barriers to access and utilization of hospice and palliative care services in African-American communities

While there is ample evidence to support the need for hospice and palliative care services for African Americans, only 8% of patients who utilize those services are from African-American communities. The underutilization of end-of-life and palliative care can be attributed to several barriers to service access including incompatibility between hospice philosophy and African-American religious, spiritual, and cultural beliefs; health care disparities; distrust of the medical establishment; physician influence; financial disincentives, and hospice admission criteria. Suggestions for dismantling barriers to care access include developing culturally competent professionals in the health and human services, expanding the philosophy of hospice to include spiritual advisors from client communities, and funding national initiatives to promote improved access to health care at all stages in the life cycle of members of all underserved communities.     

The political dimension of effective nonprofit executive leadership

Recent research by the authors adds to their evolving model of the leadership provided by effective chief executive officers of nonprofit organizations. Effective chief executives understand the centrality of their leadership role and accept responsibility as initiators of action—with their boards—to find resources and revitalize the missions of their organizations. These actions are carried out as part of the political dimension of effective executives. The importance of this criterion of leadership practice is examined in light of the hesitance of chief executives to espouse or advocate political action. Implications for chief executive training and development are discussed.