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Framed around an account o f the last deserter everto face the firing squad in England, this article assesses the extent and significance of desertion from the land forces after the Peace of Amiens. Recent historical accounts have tended to use the large number of soldiers and volunteers raised in this period as a measure of the depth of popular loyalism at this time. This article seeks to temper these arguments by examining the difficulties the government had in retaining recruits for the army and militia between 1803 and 1805. Using official returns, court martial transcripts, and little-used deserter bounty certificates it will be demonstrated that levels of desertion were unusually high in England atthis time and that the scale of desertion caused great anxiety among both the civil and military authorities. Moreover, through an examination of the motives which drove thousands of men to desert from their regiments, a more variegated plebeian experience of armed service will be presented, one which did not always engender loyalism or nationalism. [ABSTRACT FROM AUTHOR]

The NHS is undergoing continual and rapid change, which must be reflected in the maintenance of professional performance for all career grade medical staff, especially consultants. In 2004 we undertook an audit of the current status across 39 of 40 secondary care organisations, of a number of domains used in guiding the development and support of career grade staff. These included methods of appointment, induction, appraisal, mentoring, CPD (medical and generic) and structures and process in place 'when things go wrong'. The main findings were many examples of good practice across London, yet overall great variability in delivery and systematic implementation. Where good practice has been developed, it requires continual enthusiasm and input, which may be lost as individuals move from jobs or as mergers and other organisational changes occur. Trusts need to recognise that new consultants, in particular, are not the finished product. All need nurturing, supporting and developing into the roles to which they have been appointed. Failure to manage this resource actively has undoubtedly led to some of the current problems in the NHS. However, the needs of medical staff must not be considered alone, but as part of the total needs of senior staff within each healthcare organisation. [ABSTRACT FROM AUTHOR]

Examines the causes of stress among women doctors from the University of Leeds, Manchester and Sheffield, London, England. Classification on the stress-related causes observed from the house officers; Psychological impact of overwork on their condition; Factors contributing to the development of stress and depression of the physicians.

Reports on a survey of doctors in training in regard to workplace bullying. How the cross sectional questionnaire survey was conducted in London; Statistics from the study; Finding that bullying was less prevalent than previously reported.