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Against a background of an ageing population, rising emergency admissions and a policy direction moving towards providing care in the least intensive setting, this paper presents the dramatic results achieved in a 22‐week pilot of undivided health and social care replicating the Castlefields study and using Unique Care principles. In the context of practice‐based commissioning, where GP practices develop and commission services that represent the best model of care and use of resources for their patients, the potential for creating savings from this approach are discussed.

The aim of this paper is to explore how an elite group of senior women in banking represent and describe their understanding and experience of the role of meritocracy, within the context of their own career.

Semi‐structured interviews were conducted with 33 senior female directors from six global investment banks. Template analysis was used in the qualitative analysis of the coding.

The paper found that the women's adherence to the notion of meritocracy diminished over time, as merit appeared to be less defined by human capital (ability and experience) and more by social capital (seen as political behaviour). The paper also reveals how the concept is construed on two levels: first, on a symbolic level, demonstrating how the organization defines and rewards success; second, on a personal level, how it affects the individual's cognitions, emotions and self‐belief.

This paper contributes to the small literature on the concept of meritocracy in the management field, with an emphasis on the experiences of successful female directors in global investment banks.

Aims to capture the highlights and outcomes of the second annual Caribbean roundtable discussion of human resource challenges in the Caribbean hospitality industry, during which 33 participants and observers from industry and academia debated a series of themes: nurturing talent; curriculum issues; languages in the curriculum; alienation and low morale in the workforce; foreign ownership; unionization; training and development and managing human resources. Key points made by participants are clustered under these themes.

Provides an overview on the current human resource challenges facing the Caribbean hospitality industry, drawing on a presentation made at the second annual Caribbean roundtable discussion, held in Barbados during April 2004, attended by 33 participants and observers from industry and academia. The outcomes are reported here and in the second of two articles, “Future human resource challenges in the Caribbean hospitality industry”.