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Introduction “Equality is, at the very least, freedom from adverse discrimination. But what constitutes adverse discrimination changes with time, with information, with experience, and with insight. What we tolerated as a society 100, 50, or even 10 years ago is no longer necessarily tolerable. Equality is thus a process ‐ a process of constant and flexible examination, of vigilant introspection, and of aggressive open mindedness.” (Excerpt from Equality in Employment, A Royal Commission Report, 1984)

Presents a case for a written code of ethics and shows how this can be instituted in a company. Discusses implementation, communication and enforcement of a code.

Changes in the capabilities and composition of the American workforce which will occur within the next ten years will create some of the most encompassing challenges ever faced by the United States. The main challenge for companies is to rethink and restructure their recruiting activities in order to attract competent employees vis‐à‐vis decreasing educational credentials and dramatic demographic changes in the workforce entrants. Such a challenge broadens the scope of recruiting and requires multifaceted recruitment strategies. Aims to reveal how nontraditional (corporate involvement in public education) and improved traditional recruiting strategies can enable businesses to continue to attract and retain capable employees from different genders, marital statuses and ethnic backgrounds. Strategies which proved effective in the past will continue to work in the future as long as companies are willing to adapt their messages and their workplaces to meet the needs and demands of this changing workforce.

In 1964, the Congress of the United States passed the Civil Rights Act. Title VII of this act prohibited employers from engaging in employment discrimination based purely on race, colour, religion, gender and national origin. Such a national policy marked the beginnings of a culturally diverse workforce. However, over the years, employers have remained reluctant to hire individuals who were, in their minds, significantly different from their traditional workforce.

Explores past and present attitudes of employees concerning work‐related motivational factors. Understanding the factors that employees consider motivating lends insight to the rewards to which they more positively respond. Compares the results of four motivation surveys conducted in 1946, 1980, 1986 and 1992. The comparisons reveal that employees’ motivational preferences vary over time. In addition, the results of the 1992 survey indicate that the factors that motivate today’s workers are more extrinsic than they used to be. Although employees differ on how they rank these factors, they overwhelmingly selected “good wages” as the top motivator. A good wage is an extrinsic reward with intrinsic potency. On the surface “good wages” seem to be purely extrinsic. Yet, at a deeper level, monetary rewards communicate what the company values and affect employees’ emotional and familial wellbeing.

The primary purpose is to investigate specific human resources issues that challenge managerial level employees of the Cypriot hospitality industry. In particular the study, aims to examine: the motivational factors that directly impact on hospitality managers; burnout among hospitality managers; and the factors most likely to cause managers to either change employers or change industry segments entirely.

The research design included both an extensive literature review of secondary data sources relevant with the topics under investigation and a quantitative primary data collection tool; a survey questionnaire. The sample consisted of 200 randomly selected individuals currently holding managerial level positions in 5‐, 4‐ and 3‐star hotels operating in Cyprus, in order to address our research questions. The data was analyzed utilizing both descriptive and inferential statistics.

The findings on motivation tend to echo those which relate to the content motivation theories whose focus is on what it is about the individual. Furthermore, the findings affirm earlier research which suggests that motivational factors are likely to change as demographics change. In addition, the findings indicate that hospitality managers experience low levels of accomplishment, irrespective of age, while those with high levels of customer contact are at greater risk of experiencing burnout.

As far as turnover and leakage issues are concerned, the local hospitality industry could do well by reviewing its manager retention practices.

An investigation of this type has not been undertaken in Cyprus before. Consequently it is creating new knowledge in the Cypriot hospitality industry, and which could be utilized by the stakeholders in their future human resource strategies.

The purpose of this paper is to identify common and differentiating (external and internal) factors of motivation of the subordinates in the Polish uniformed services such as the armed forces, the fire service and the police. Moreover, this study aims to explore their relationship with the specificity of the profession and the selected socio-professional variables shaping their needs and value systems.

To achieve the research objective, the research problem has been specified: Which factors are universal and which significantly differentiate the strategies of motivating soldiers, firefighters and police officers? Therefore, the hypothesis assumes that motivating strategies in the examined institutions (uniformed services) depend not only on their structural and functional or legal and organizational culture specificity but also on the individual needs related to the position, corps (officer/noncommissioned officer), an individual system of values and social factors such as material and social. Methods were based on the survey research technique on a deliberately selected sample of soldiers and officers occupying different positions.

The research results have a dual character. On the one hand, they confirm the effectiveness of financial factors in the motivating process in the organization, and on the other hand, they show the specifics of total institutions, in which, apart from financial motivators, promotion and position in the hierarchy are important.

The main limitation of this study was the availability of respondents and their willingness to consent to the study. It is probably related to the nature of the organizations surveyed. It aims to explore their relationship with the specificity of the profession and the selected socioprofessional variables shaping their needs and value systems. Five motivators were adopted for the study, including two material ones, cash prizes and material prizes, and three nonmaterial motivators, promotion, participation in training (upgrading qualifications) and vacation. Two premises justify choosing such a research subject. The first reason concerns the common specificity of this type of organization that is relatively closed, unified, with a high level of hierarchization and formalization. The second one relates to differences in organizational cultures and systems to motivate subordinates.

Research results provide the basis for identifying a change in value systems (subsequent studies) in total institutions and for assessing motivational preferences in the examined organizations.

The examined uniformed services constitute an essential element of the social structure, which along with the 1989 political transformation transformed from closed and resistant to open and socialized institutions subject to similar laws that apply in other organizations. Also, the values and expectations of people serving in them changed radically. Service became a profession, and purely autotelic motivations turned into materialistic ones. This change provides grounds for conducting research in this area.

This research fills in the empirical gap in previous research on motivation in total institutions. They are justified by the changing sociopolitical and economic situation in Poland and the change in the value systems of Poles.

Investigates primary differences between employee motivation in the USA and Japan. Spotlights how workers in both countries work towards promotion and advancement. Stresses that Americans are individualists and that the Japanese are organization‐loyal. Concludes self‐actualization is likely to mean different things to employees in both cultures.

Muzafer and Carolyn Wood Sherif are among the founders of social psychology. Their theoretical and empirical findings made important contributions to the management literature. This paper aims to attempt to underline these contributions and highlights the Sherifs’ interdisciplinary work and their impact on management research specifically.

Using a citation content analysis, the influence of the Sherifs on management research is detailed by examining how their work has contributed to research published in top management journals.

The Sherifs’ work has influenced numerous research streams related to organisational groups, social norms, assimilation contrast theory and a combination of various other topics. Additionally, these works helped originate team and workgroup research in organisation theory.

This is the first manuscript of its type to examine the influence of the Sherifs on management research. Their story is a testament to the impact that social psychology researchers have had in developing modern thought about organisational issues. This work also addresses potential areas for future research building on the Sherifs’ work.

Young children who are referred to mental health agencies because of oppositional defiant disorder (ODD) and conduct problems (CP) frequently have comorbid diagnoses or symptoms such as attention deficit disorder (ADD) with or without hyperactivity (ADHD), language/learning and developmental, or autism spectrum disorders. Research has shown that the Incredible Years Child Dinosaur programme offered to children with comorbid issues is successful at reducing behaviour problems and increasing social and emotional competence. This article examines ways in which this small group therapy programme is tailored to address the individual goals of each child so that the intervention is developmentally and therapeutically appropriate. It discusses group composition, as well as the importance of specific content and teaching methods for children with ADHD, academic and language delays and mild autism.

It has been brought to Emerald’s attention that the article “Adapting the Incredible Years child dinosaur social, emotional, and problem-solving intervention to address comorbid diagnoses” by Webster-Stratton, Carolyn and Reid, M. Jamila published in the Journal of Children’s Services, Vol. 3 No. 3, 2008, failed to disclose conflict of interests prior to publication. Author Carolyn Webster-Stratton disseminates the Incredible Years treatment and stands to gain from favourable reports. Because of this, she has voluntarily agreed to distance herself from certain critical research activities, including recruitment, consenting, primary data handling and data analyses. The authors apologise for not disclosing the information prior to publication. The University of Washington has approved these arrangements.