Third molar development in a London population of White British and Black British or other Black ethnicity

Population differences in dental development between Black and White ethnic groups have been debated but not previously studied in the UK. Using inappropriate data for dental age estimation (DAE) could lead to erroneous results and injustice. Data were collected from dental panoramic radiographs of 5590 subjects aged 6–24 years in a teaching hospital archive. Demirjian stages were determined for left-sided teeth and third molars and data collected regarding hypodontia and third molar agenesis. Third molar development in self-assigned Black British, including other self-assigned Black ethnicity, was compared with that of self-assigned White British subjects. Data were compared for males and females in the two ethnic groups using T-tests for Demirjian Stages A–G of third molar development and Mann-Whitney tests for Stage H once a cut-off age at the maximum age for Stage G had been imposed. Third molar development occurred earlier in subjects of Black ancestry compared to those of White ancestry. While both ethnic groups showed large age ranges for every third molar stage, in female subjects these generally occurred at least 1.5 years earlier, and in males at least one year earlier. Hypodontia and third molar agenesis were more prevalent in White British, but the ethnic difference in third molar development persisted in subjects with complete dentitions. This is a large study that confirms ethnic differences in a London population, emphasises the difficulties of establishing the 18-year-old threshold using DAE, and confirms the risk of overestimating the age of individuals of Black ethnicity using White ethnic reference data.     

In-house or in court? Legal challenges to university decisions

Every day, decisions are made in universities that affect students. When a decision adversely affects a particular student, what means of redress does that student have? The circumstances in which a student has a legal claim against their university are generally unclear. Courts have traditionally tended to draw a distinction between ‘purely academic’ decisions and disciplinary decisions. There has been reluctance on the part of courts to intervene in non-disciplinary decisions which involve academic judgment, for example, the grade to be given to a student's work. On the other hand, where the decisions are purely disciplinary, for example, in relation to a student's behaviour towards others or towards university property, the courts have made it clear that there is essentially no difference between this and disciplinary matters within any other public institution or organization. However, disciplinary decisions that are connected with allegations of academic misconduct, for example, cheating and/or plagiarism, have been more problematic for the courts. Historically, the debate was whether any such decision was justiciable in public law. Recently the question has also been whether an aggrieved student may succeed in a private law action against a university. The legal issues raised by university decisions affecting students have not yet been clearly resolved in all jurisdictions. Indeed, in some cases, judges have raised many more questions than they have answered. This article will review the framework for legal challenges to university decisions against a background of recent judicial attitudes in Australia, New Zealand, the UK and the US.     

Affect Regulation and the Cycle of Violence Against Women: New Directions for Understanding the Process

The process of the intergenerational transmission of violence is not well understood. A risk and resilience model of criminal violence against women was investigated using secondary data. The sample was composed of adolescent male juvenile delinquents who had been physically abused by their parents, and who were followed up at ages 25 and 31. A series of structural equation models were fit to investigate whether dysregulated affect mediated the effects of attachment and family chaos on the adult perpetration of violence against women. These models support the hypothesis that affect dysregulation may act as a mediator. Results raise new ideas about the mechanisms by which violence may be transmitted across generations.     

Toward a Theory of Performance Reporting to Achieve Public Sector Accountability: A Field Study

Governments in many countries are implementing performance reporting systems. Many advocates claim that performance reporting results in accountability and effectiveness. There is no theory to justify these claims and guide implementation. This paper presents five field studies of five performance‐reporting systems to begin building theory. Four locations are optimistic; one is not. Mere adoption of performance reporting is not effective. Broad involvement across all government levels is important. Communication and integration with strategic planning and agency management are essential. Two theoretical streams, accounting in organized anarchies and the constitutive role of accounting, are useful theoretical bases.     

Campfire decision-making and strategic management: A politics and leadership approach to economic development

Privatization is recommended unconditionally by some scholars as the optimal means for achieving economic development. While privatization can be helpful medicine, it provides no universal cure for all the ills associated with low economic growth. A country's economic and political institutions are intertwined. Mandating privatization without being mindful of both political and economic consequences to such a policy can bring undesirable consequences during and after policy implementation. This paper proposes that to enhance the likelihood of economic growth a leader should blend economics with politics. Sensitive political leadership can stimulate a bonding among citizens, a bonding which can generate the commitment to risk by investing personal savings, to work the long hours which much precede the rewards, and often to be satisfied by a job well done rather than with material reward. Analogous to the chief executive officer of a successful corporation, the effective political leader involves stakeholders, steers decision processes, takes reasonable risks, encourages private investment, and rations public resources according to national priorities. Collective decision-making guided by the political leader, who also acts as a strategic manager during implementation, is offered as a model for development.     

Human Resource Practices in State Government: Findings from a National Survey

What are states doing with respect to human resource practices to improve government operations? Using data collected by the Government Performance Project, this article identifies emerging trends and innovations in state personnel systems. Specifically, it provides a national comparison in the areas of personnel authority, workforce planning, selection, classification, and performance management. Results show that many states are delegating authority for personnel functions to agencies and managers, shifting their human resource missions to being more proactive and collaborative with agencies, and adopting performance management systems that integrate organizational and individual goals. In short, many states are investing considerable resources to modernize their human resource management systems.