Search results

Reports the findings and conclusions of a study of five small businesses in the hotel and catering sector which had adopted national vocational qualifications (NVQs). Using an open system model, a comparative case study design and a range of data sources and methods of data collection within each organization, traces the preconditions, processes, outcomes and problems/issues associated with NVQ adoption and implementation. In a small business context, this is shown more likely to be successful where there is an existing training culture and infrastructure; where on‐the‐job training is positive, supportive and monitored; and where there is a senior management NVQ “champion” and an enthusiastic cadre of in‐house trainers and potential assessors. Shows that NVQs give a sharper focus to training activity, improve candidates’ perceived job satisfaction, morale and career prospects; enhance work flexibility and performance; and have a perceived, if hard‐to‐measure payoff in terms of business performance.

Over the past thirty years or so, a body, albeit a somewhat disarticulated body, of evidence on the work of managers has accumulated. The field of study which has given rise to this evidence is, from time to time, subject to ‘internal’ criticisms by some of its own practitioners (Luthans and Davis 1980, Marples 1967, Mintzberg 1973, Stewart 1983) whose main contention, predictably, is that the studies do not, methodologically or analytically, always live up to their self‐imposed project. The studies in short are upbraided for what they have imperfectly done. In an earlier paper (Hales 1986) I sought to extend and add to these criticisms of studies of managers' work. I argued that the studies fail to distinguish, within the vague term ‘managerial work’, between: first, ‘management’ as a process and ‘managers’ as a particular category of agents; second, managerial work as a totality and managerial jobs as clusters of that (and other) work; third, what managers are required to do (role definition) and what they actually do (role performance) and fourth, the outputs and purpose of managerial work (managerial tasks and responsibilities) versus the inputs and practice of managerial work (managers' behaviour and activities). These ambiguities are, I suggested, symptomatic of a rather narrow empiricist approach and failure adequately to theorise the ‘management’ which managers are, apparently, doing. In this way, I wanted to arrive at, rather than merely assert, the proposition that the activities of managers cannot be adequately understood without setting them, empirically and theoretically, in a wider context.

The evolution of an increasingly systematic approach to management training, recruitment, appraisal and development has spawned an increasing interest in the nature of managerial jobs as both a reference point towards which training and development may be pertinently oriented and a yardstick against which managers' performance and potential may be appraised. Any discussion of managers' training needs, potential, performance strengths and weaknesses, incentives and rewards or development needs is predicated on some idea, perhaps implicit, of what managers should be doing and, hence, some assessment of the extent to which managers are doing or could do it. But whilst managerial performance and potential have been variously investigated and measured, the question of what managers should be doing in their respective jobs has not been so systematically addressed. Certainly, there has been increasing use of managerial job descriptions as formal statements of managers' responsibilities, tasks and, perhaps, detailed activities. However, these “descriptions” often contain a heavy dose of prescription, not to say exhortation, and tend to be non‐behavioural, abstract and open to considerable interpretation. In particular, it is often difficult to deduce unambiguously from them which observable behaviours or performance indicators would be consistent with “doing the job” or, indeed, doing it well. Moreover, the content of managerial job descriptions tends to derive from limited sources — either the manager's immediate boss's beliefs about what the manager should be doing, or a process of negotiation between manager and immediate boss. Both of these approaches are at odds with the general recognition that managers' jobs are neither static nor neatly circumscribed, but lie at the intersections between shifting networks of organisational relationships. In short, there has not, hitherto, been a serious attempt to evolve, through a process akin to triangulation, accurate descriptions of managerial jobs as they are constituted by the expectations, demands and requirements of the managers' network, and then to use those descriptions as a yardstick for training, development, recruitment, appraisal and reward.

A counterweight is offered to models of consumer choice which assume products as homogeneous and regard choice as the outcome of cognitive processes of information search. Having shown that the purchase of experiential products is inherently risky, findings from a study of the holiday travel choices of 328 Gulf Arab consumers are adduced to show that consumption behaviour, rather than information search and deliberation, may be the principal means adopted to reduce risk. Behaviour is explained by the concept of “cautious incremental consumption”, which refers to the way in which the risks and benefits of novel and familiar experiential products are traded off incrementally over time through consumption behaviours. The concept is used to develop a more general model of consumer choice with respect to experiential products, and the predictions, implications and possible applications of this model are discussed.

This article highlights the ambiguities and debates surrounding the meaning, application, purpose and concomitants of the concept of empowerment presented in the service management literature and argues that these flow from the attempt to reconcile the need for control to secure employee compliance with the need to cede a degree of autonomy to secure co‐operation and initiative. It shows how empowerment is conceived primarily in terms of “choice” ‐ increase discretion over how work if performed ‐ rather than “voice” ‐ greater involvement in organizational decision‐making ‐ and is increasingly regarded as a particular and contingent management strategy in which control via regulation and supervision is replaced by more indirect controls. A study of five‐star hotels in Amsterdam is reported which shows that, despite managerial rhetoric, there was little “empowerment” in practice and what there was amounted to increased employee responsibility rather than greater choice over how work was done or more voice in organizational decisions and that supporting forms of recruitment, training and remuneration were mostly absent.

Against a background of the potential suitability, yet limited adoption, of National Vocational Qualifications (NVQs) in small hospitality businesses, reports the findings and conclusions of a study of five small businesses in the hospitality industry which had adopted NVQs. Discusses the preconditions, processes, outcomes, problems and issues associated with NVQ adoption and implementation. Suggests that success is more likely where there is an existing training culture and infrastructure; where on‐job training is positive, supportive and monitored; and there is a senior management NVQ “champion” and an enthusiastic team of in‐house trainers and potential assessors. Shows NVQs to give a sharper focus to training activity; improve candidates’ perceived job satisfaction, morale and career prospects; enhance work flexibility and performance; and to have a perceived, if difficult to measure, pay‐off in terms of business performance. Proposes that the potential contribution of NVQs to training and human resource management in small hospitality businesses is considerable.

Presents 31 abstracts, edited by Johanthan Morris and Mike Reed, from the 2003 Employment Research Unit Annual Conference, held at Cardiff Business School in September 2003. The conference theme was “The end of management? managerial pasts, presents and futures”. Contributions covered, for example, the changing HR role, managing Kaizen, contradiction in organizational life, organizational archetypes, changing managerial work and gendering first‐time management roles. Case examples come from areas such as Mexico, South Africa, Australia, the USA, Canada and Turkey.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

Having discussed the growth and current status of company occupational pensions and the claimed role of pension provision in fostering employee loyalty to an organisation, this paper reports the findings of a research study that investigated employees’ perceptions of these types of pension scheme, a perspective that has hitherto been somewhat neglected. The findings show that, although employees had joined a company scheme largely automatically as a concomitant of employment, their current assessments of, and concerns about, different aspects of occupational pension schemes are framed in more nuanced, instrumental and individualistic terms: the attractive features of these schemes are not so much those that provide security for the employee as “breadwinner” and their dependants as those that offer a cost‐effective way for the individual to build up a fund for their own, possibly early, retirement. Company pension schemes are seen more as contingent private transactions than as part of long‐term stable commitments by and to an employer. On the basis of this evidence, it is argued that, if the employer is perceived as merely one possible pension provider among many, any link between pension provision and employee loyalty or commitment, a link that was always tenuous, is extremely fragile.

In 1984 the authors conducted a survey of general managers in Christchurch, New Zealand, to learn how they approached their work. The managers were asked to respond to a questionnaire listing ten different facets of managerial work. The methodology and findings are presented in this article in the hope that they may be useful to other groups of general managers. The questionnaire will enable managers to identify areas of their work which they may under‐or over‐emphasise. This in turn may reflect potential development needs, or suggest different ways in which the work can be handled.