This book connects the history of labour movements with the transformation of workplace relations in South Asia from the late 19th century to the 1930s. Contending that labour conflicts in the Bengal jute industry must be understood against the backdrop of a radical change in the organisation of work in this period, Sailer shows how this led to a rupture in worker's relations in the workplace and beyond. Moving away from polarities such as class/culture or modernity/tradition and reconsidering the context around industrial conflicts in this period, Workplace relations in Colonial Bengal offers a new framework to analyse the changing organisation of work in colonial India, and identifies the implications for worker relations both inside and outside the factory. Focusing on a major colonial era industry, this book opens up new perspectives n the history of workers and colonial capitalism in modern India.

Report for 1946/48, issued in 2 pts., covers only two divisions: pt. 1, Division of Unemployment Compensation; pt. 2, State Employment Service.

Policymakers and program managers are continually seeking ways to improve accountability in achieving an entity's mission. A key factor in improving accountability in achieving an entity's mission is to implement an effective internal control system. An effective internal control system helps an entity adapt to shifting environments, evolving demands, changing risks, and new priorities. As programs change and entities strive to improve operational processes and implement new technology, management continually evaluates its internal control system so that it is effective and updated when necessary. Section 3512 (c) and (d) of Title 31 of the United States Code (commonly known as the Federal Managers' Financial Integrity Act (FMFIA)) requires the Comptroller General to issue standards for internal control in the federal government.