Letters from Delia Jarvis Tudor to her son, William Tudor,

Four letters written from Gardiner, Maine, in which Mrs. Tudor comments on the marital troubles between Delia and Charles Stewart, and general happenings at Oaklands.

Letters from Delia Jarvis Tudor to her son, William Tudor,

Three letters written from Gardiner, Maine, discussing the movements of Tudor’s sister Delia, disposing of the late William Tudor’s clothing, and the activities of her grandchildren.

Letters from Delia Jarvis Tudor to her son, William Tudor,

Five letters sent from Gardiner, Maine, Boston, and New York. In several, there are messages included from Emma and Robert Hallowell Gardiner. One letter includes anectdotes regarding the late William Tudor and the American Revolution. One letter written to Tudor while he was chargé d’affairs in Rio de Janeiro relates news that his brother, Henry James (Harry), was setting up a salt-making business; it also includes a message from Delia, anticipating his return to the United States. Two additional undated letters, addressed to Tudor in Portsmouth, New Hampshire, likely before Tudor’s father died in 1819, contain family news and local gossip.

Letter from Delia Jarvis Tudor to her nephew, James Savage,

Letter addressed to Savage from Washington, DC, giving a brief update on the family and inviting him to visit the home Mrs. Tudor inhabited with her daughter, Delia.

Letter from Delia Jarvis Tudor to her daughter, Delia Tudor Stewart,

One letter regarding finances and news of friends, and asking her daughter when she plans to visit. One undated letter offering marital advice to Delia and discussing news regarding mutual acquaintances in South America, as well as the plans of her brother, Harry.

The Expanded Human Kallikrein (KLK) gene family : genomic organisation, tissue specific expression and potential functions

The tissue kallikreins are serine proteases encoded by highly conserved multigene families. The rodent kallikrein (KLK) families are particularly large, consisting of 13 26 genes clustered in one chromosomal locus. It has been recently recognised that the human KLK gene family is of a similar size (15 genes) with the identification of another 12 related genes (KLK4-KLK15) within and adjacent to the original human KLK locus (KLK1-3) on chromosome 19q13.4. The structural organisation and size of these new genes is similar to that of other KLK genes except for additional exons encoding 5 or 3 untranslated regions. Moreover, many of these genes have multiple mRNA transcripts, a trait not observed with rodent genes. Unlike all other kallikreins, the KLK4-KLK15 encoded proteases are less related (25–44%) and do not contain a conventional kallikrein loop. Clusters of genes exhibit high prostatic (KLK2-4, KLK15) or pancreatic (KLK6-13) expression, suggesting evolutionary conservation of elements conferring tissue specificity. These genes are also expressed, to varying degrees, in a wider range of tissues suggesting a functional involvement of these newer human kallikrein proteases in a diverse range of physiological processes.

Work/Family Balance: HRM Policy and Practice in Australia

An employee's inability to balance work and family responsibilities has resulted in an increase in stress related illnesses. Historically, research into the nexus between work and family has primarily focused on the work/family conflict relationship, predominately investigating the impact of this conflict on parents, usually mothers. To date research has not sufficiently examined the human resource management practices that enable all parents to achieve a balance between their work and family lives. This paper explores the relationship between contemporary family friendly HRM policies and employed parents perceptions of work/family enhancement, work/family satisfaction, propensity to turnover, and work/family conflict. Self-report questionnaire data from 326 men and women is analysed and discussed to enable organisations to consider the use of family friendly policies and thus create a convergence between the well-being of employees and the effectiveness of the organisation.