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Causes and effects of occupational stress have received research attention for several decades although increasing focus has been paid to it during the 1990s as organisations and individual workers attempt to adapt to accelerating rates of change. Previous research has proposed three hypotheses to explain the work‐family relationship: spillover, compensation and independence. Drawing on qualitative research with retail managers from a variety of UK major retailers, this article attempts to uncover the relationship between work demands and home life. The results of the research found that family boundaries are more permeable than work boundaries. Although spillover behaviour was evident, there was no evidence to suggest that the retail managers adopt compensatory or independent models of behaviour. To alleviate some of the pressures experienced by the retail managers, calls for a reassessment of working practices. The introduction of more flexible working arrangements, providing quality time off from work, and a realistic assessment of the retail manager’s job are some of the recommendations provided.

Examines the sources of stress associated with male and female retail managers, a sector recognised as being stressful and where women are more likely than in other occupational sectors to be managers. Self‐completed questionnaires were distributed to males and females at various levels of retail management. The findings confirmed the two research hypotheses: male and female managers reported similar job pressures, in particular from “work overload”, “time pressures and deadlines”, “staff shortages and turnover rates” and “long working hours”. Moreover, female retail managers were more likely than their male counterparts to suffer from additional pressures caused by sex discrimination and prejudice. The outcome of these stressors can contribute to organisational deficiency, ultimately damaging the reputation of the company. Retail companies that successfully tackle the issue of work‐related stress will be better equipped to cope with the price of change within the retail environment.

The charity retail format has experienced significant growth over the last 30 years to a situation where charity shops have now become a taken for granted feature of local high streets across the UK. Traditionally charity shops have played an important service role in their local communities by providing low cost goods and employing voluntary staff. However, alongside the growth of the sector, charities have become increasingly professional in their approach to managing their shops. Changes include the introduction of paid managers and shop assistants and an overall ’‘trading up” of the charity retail environment. This paper explores in detail this professionalisation of the charity retail sector. It then examines the impact of this professionalisation on the role of charity shops in their local communities and speculate on the likely future for charity retail in this context.

Adoption of a cost cutting or quantitative approach to labour scheduling in companies espousing an enhanced customer service is examined. Using empirical evidence from the labour scheduling process at one supermarket chain, the paper demonstrates that the longer‐term negative effects of adopting a purely quantitative approach to labour scheduling and the resultant staff shortages can lead to decreased employee well‐being, increased absenteeism and staff turnover levels. In turn, this not only pushes up costs of employment, but results in reduced customer service levels. Concludes that for many retailers a tension exists between espoused company thinking and organisational reality. For retailers with a commitment to a total customer service strategy such a quantitative approach to staffing issues is ineffective in the longer term.

Using a longitudinal research methodology, this research investigated the grocery shopping habits of residents in rural communities in Western Stirlingshire, Scotland. In particular, it attempted to uncover the factors and attitudes that influence customers’ store choice decisions and their attitudes towards their local shops. Findings revealed that although respondents held a positive overall view of their local shops, less than one‐third purchased a high proportion of their food shopping in local shops. While it is unlikely that local traders will reverse outshoppers’ shopping behaviours, with a re‐evaluation of their overall offer, they may be able to establish themselves as a reliable supplementary or secondary choice option, thereby maintaining the local shop as a viable function. Recommendations based on offer, service and environment are made to differentiate local shops from the major multiples.

The importance of design as a composite in the strategic mix is often undervalued or ignored by retailers, yet it may present a significant competitive tool by which small/medium‐sized retailers can compete more effectively. Considers the significance of design factors to customers in influencing their perception of and satisfaction with a retail chain, and how recognition of these factors might serve to address differences in perception between the company and its customers and communicate a holistic message to those customers. Concludes that the holistic nature of design and its informed status could serve to achieve a more coherent offer to the customer, which takes cognisance of customer feedback, the competitive environment and the skills and resources available to the organisation.

The purpose of this paper is to reflect on the gender composition of retail management and various issues in the careers of women managers during the last 25 years, a time period that has been transformational in many ways for UK retailing.

The paper is based on empirical research from the last 25 years.

Findings indicate that progress of women in retail management positions has been slow and they are still under‐represented at senior levels of UK companies. Barriers to women's ascension to senior management positions persist, and can be broadly related to the traditional division of labour, and organisational cultural norms and values which uphold deep‐rooted stereotypes and promote intransigent modes of working.

The gendered assumption of the male model and male leader as the ideal retail manager needs to be challenged further, and embedded cultural norms and outdated attitudes towards women in retail organisations require to be further challenged. Informal and implicit organisational practices and patterns of behaviour need to change so as to be inclusive of all workers not just men.

The paper highlights issues that continue to be problematic for women in the retail management hierarchy.