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As change compels businesses to reconsider corporate performance, whether in the strategic, process, people or systems dimensions of organizational outputs, measurement of the effectiveness of best practice initiatives becomes critical to competitiveness.

Even though companies are loading themselves up with the full TQM armoury, the benefits do not always appear to match the effort. One of the main reasons for this is a reluctance by senior management to inspire and empower their first‐line managers and supervisors.

Investigates a network launch and the publication of a research report in the human resource field by the Work in America Institute, a workplace research organization. Proposes that these may provide indicators for other countries. States the objectives of the network, which were to: investigate productivity and the quality of working life; improve understanding of culture, values, political systems and workforce practices; correct countries′ misconceptions of one another; and improve human resource policy and practice in countries on a shared basis. The research report analyses the changing roles of human resource units, the work‐force, unions and operations management. Concludes that all these areas need attention to enable companies and unions to initiate and sustain strategies. Indicates that present attitudes and practices may have to change in order for strategies to be effective.

Examines the implementation of profit sharing and employee ownership schemes, uses some case examples to show how the popularity of these concepts has grown over the years. Presents the results of recent research on top management views of such schemes, which show a high percentage of managers in favour of them in order to encourage employee involvement and commitment. Looks at the gains and benefits that may follow as a result of these schemes, but also warns that there may be problems too if the schemes are not properly thought out.

Comments on the changes in attitude of sales personnel now that customers wield more power; customer satisfaction, customer care and quality are priorities now that companies cannot afford to lose existing customers and have to work hard to attract new ones. Studies examples of how sales staff in both newspaper advertising and in software companies have been trained to deliver better Customer service. Looks at ways in which the sales function has changed and will change in the future, creating the need for corresponding changes in job description.

Asks whether or not the Citizen′s Charter and the ensuing Charter Mark Scheme (1992) are beneficial for those in the service industry and its recipients. Outlines the Charter Mark Scheme′s six standards of service achievement for a number of public sector services. Shows that there is confusion and uncertainty among the public regarding these schemes, but that those involved in competing for Charter Mark awards appear to be achieving results.

Briefly reports on how various public sector groups in the north east of England are advancing theirquality management by coherently focusing on customers and their needs. Details a number of public sector areas where the programme has been implemented, including healthcare.

Reviews new reforms being implemented at HM Prison Service under the new director general, Derek Lewis. Discusses the agenda for change, involving, most notably, the privatisation of services and resources. Considers the advice of experts from outside the prison service together with views of key prison service officials regarding reforms. Assesses the possibilities for successful change.

Reports on the training and development focus of five National Training Award winners – North West Water, Reading Buses, Black & Decker, Pirelli and Dolland & Aitchison – and at how their training programmes have affected their businesses.

Considers the challenge faced by management at the Blackley Manufacturing site of BICC Cables when, in 1992, a multi‐faceted change programme was planned to surmount the growing threats to the plant′s survival. Analyses the process of implementing the change programme under a tight schedule and in the face of initially sceptical and uncooperative trade union attitudes. Charts the gradual replacement of the existing by the new system of team working patterns and flexible structures, and illustrates the significant benefits in very quick time as both output (productivity up by 17 per cent) and shopfloor team enthusiasm continue to grow. Reproduces the text of the Blackley People Contract.