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Age discrimination is common and occurs in all types of industries, fields, and professions all across the world. The common misperceptions about “older workers” include hard‐to‐break habits, technological ignorance, and lack of energy and flexibility. Such attitudes, expectations, and perceptions of older workers should not exist in our professional community. Whether old or young, all people should be treated with respect and dignity. The purpose of this article is to understand the reasons behind age discrimination and ways to prevent it from occurring in the workplace. Removing age discrimination in the workplace lies in the hands of all organisations. First, they need to demolish the myths of age and realise its strengths, such as reliability, mature judgement, lack of impulsivity, timeliness, strong work ethics, and experience. Second, upper management should educate its chain of managers and supervisors about the effects discrimination has on the company’s financial situation as well as its reputation. The government plays a major role in enforcing the laws regarding age discrimination and punishing those who are unlawful.

Provides a summary of state and federal legislation prohibiting employment discrimination. Places particular emphasis on disability discrimination. Outlines to whom the legislation applies, when a charge can be filed and defines reasonable accommodation.

During the past few years there has been an increase in the number of claims filed at the EEOC. There has also been an increase in the number of discrimination suits based on national origin, religion, and age bias. Recent settlements against Ford Motor Company and Johnson Higgins also show that the monetary threat to employers is on the rise. This increase in claims and settlements coincides with changes that have been made to the legislation and guidelines that the EEOC follow. In 2003, the EEOC added new and additional guidelines on national origin discrimination. It is increasingly important that managers review and understand EEOC guidelines about discrimination. With a thorough understanding managers can limit, mediate, and possibly prevent discrimination claims within their organisation.

The concept of corporate social responsibility of the enterprise covers a vast territory! This paper proposes to limit the analysis and evaluation of this concept to three distinct aspects. The first will treat the comparatively new and evolving common law implied term in corporated into the contract of employment relating to the enterprise’s social responsibility of respect towards the employee. The second will analyse an other generically linked recent common law development in the field of the enterprise’s social responsibility of respect towards the employee, namely the implied over‐riding term. Thirdly, the novel and developing wider concept of corporate social responsibility will be addressed and assessed. Some concluding thoughts will follow.

Conducts two studies, one among working women and one among the employed physically handicapped, to assess their feelings about the recent introduction of equal opportunity legislation in Hong Kong. Provides some background statistics on Hong Kong and outlines the development of anti‐discrimination legislation. Asks 78 women and 10 physically handicapped people if they thought discrimination was serious in Hong Kong and if the anti‐discrimination legislation and the Equal Opportunities Commission were effective in combating discrimination. Describes the methodology used and discusses the results. Reveals that both groups surveyed were ambivalent about discrimination, stating that legislation enforces behavioural changes but that they are only skin deep. Points out also that it is difficult to quantify discriminatory practices. Notes similarities between east and west, particularly with research suggesting that the only way forward in promoting equality is to reduce status distinctions for everyone and to make organizations much more democratic.

Identifies the different mechanisms of alternative dispute resolution, outlining the main features of each one and suggesting appropriate areas of use. Supports the employment of these methods and lists the benefits they bring. Points out that the courts are still required as back up if these methods fail.

Presents over sixty abstracts summarising the 1999 Employment Research Unit annual conference held at the University of Cardiff. Explores the multiple impacts of globalization on work and employment in contemporary organizations. Covers the human resource management implications of organizational responses to globalization. Examines the theoretical, methodological, empirical and comparative issues pertaining to competitiveness and the management of human resources, the impact of organisational strategies and international production on the workplace, the organization of labour markets, human resource development, cultural change in organisations, trade union responses, and trans‐national corporations. Cites many case studies showing how globalization has brought a lot of opportunities together with much change both to the employee and the employer. Considers the threats to existing cultures, structures and systems.

The purpose of this paper is to use the Danish Institute for Study Abroad (DIS) International Business (IB) program as a case study to illustrate how experiential learning theory (ELT) can be put into practice in an education abroad context through pro-active intervention and through supporting immersion activities inside and outside the classroom.

This paper will use the IB program at DIS as a case study to illustrate how a holistic approach to study abroad is put into practice and how it aligns with the current theories in experiential learning and intervention in student learning during the study abroad process. It will examine various elements of the IB program as well as self-assessment data gathered from students through evaluations and a unique survey.

Through concerted intervention efforts, DIS is exposing students to different perspectives as well as professionals within the Danish and European business communities, utilizing real-world case examples, making students active participants in their learning, strengthening their intercultural skills and preparing students to be able to reflect on and articulate what it is they have learned abroad. Based on student self-assessment, students agree that DIS is helping them prepare for the global work place.

This paper is limited to the experiences and practices within DIS IB program and all student data come from their own self-assessment and do not do pre- and post-testing to measure students' intercultural gains.

This paper should be useful to higher education institutions and study abroad programs looking to enhance the experiential learning opportunities for business students abroad.

This case study serves to illustrate examples of ELT in practice and intervention in student learning abroad with a particular focus on skills needed for business students in a global work place.

Discusses the transfer of undertakings in the UK, referring to the Transfer of Undertakings (Protection of Employment) Regulations of 1981, the Employment Rights Act 1996, and the Acquired Rights Directive 1977. Provides the raison d’etre of the Acquired Rights Directive and outlines how it was implemented in the UK. Talks about the confusing jurisprudence of the European and British courts, mentioning the European Court of Justice’s challenges to the directive, the 1994 proposals, amended 1997 proposals, the Commission’s memorandum of 1997 and the UK government’s consultation papers. Describes how the European Directive is applied and interpreted in relation to the Acquired Rights Directive and transfer of undertakings. Outlines the regulations controlling compulsory competitive tendering. Points out the obligation to inform and consult on the transfer of an undertaking and how the directive is enforced if this fails to occur. Notes the effect a relevant transfer has on existing collective agreements and the legal implications of dismissing employees by reason of the relevant transfer. Looks at the European Commission’s proposal for a directive on safeguarding employees’ rights in the event of transfer and the implications that would have on UK business. Concludes that a new directive is needed, building on the 1977 Directive but ironing out its inconsistencies.

The Americans with Disabilities Act (ADA) has done a great deal to address the problem of discrimination against individuals with disability. In fact it is considered to be the most influencing civil‐rights legislation to come down in the last 25 years. In the Fiscal Year 2002, the EEOC received 15,964 charges of disability discrimination. The EEOC resolved 18,804 disability discrimination charges in FY 2002 and recovered $50.0 million in monetary benefits for charging parties and other aggrieved individuals. While the Americans with Disabilities Act (ADA) has had a positive effect since it was enacted in 1992: in 2000, 22 per cent of employed people with disabilities report encountering job discrimination as opposed to 36 per cent in 1996. This article examines what is Mental Disability and discusses what questions regarding mental disability can be asked when managers are hiring salespeople.