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Reviews the data on changing demographic trends and predictions about their implications for human resource management (HRM) practices in the 1990s. Reports the results of a survey of 176 senior managers/personnel specialists, which assessed their knowledge of the demographic trends, and their attitudes to HRM practices which are claimed to alleviate the effects of these trends. The results reveal a considerable degree of ignorance about the nature of the demographic trends, and varying attitudes towards the importance of the practices associated with their alleviation.

This paper aims to examine the development of research on ageing and demography and the implications for the study of tourism. It examines the demographic time bomb created by an ageing population and the implications of complex health conditions, such as dementia, for the visitor economy. Practical measures are identified with an example of a “call to action” for small to medium-sized tourism businesses.

This review is based on existing knowledge of ageing and draws upon a historical timeline that stretches from the nineteenth century to 2100.

The impact of complex health conditions such as dementia will pose major challenges for the visitor economy and will require behavioural change within existing business practices to accommodate the needs of people with dementia and their carers.

Major changes in business practices and the development of more holistic views of accessibility will be needed to accommodate an ageing population in 2100. Some of the initial changes businesses can make are outlined in a “call to action” leaflet extract.

Businesses will need to focus more on customer care practices to ensure that they can accommodate the complex needs of people with dementia and their carers as they continue to pursue the tourism and leisure activities that they have grown accustomed to.

Businesses will need to become more fully engaged with new agendas on accessibility, inclusivity and good business practice that raise significant ethical, financial and legal issues for the way they do business in the future.

The paper sets out an overarching grand societal challenge around ageing that is now confronting many countries worldwide. As part of that agenda, this paper raises the issue of hidden conditions such as dementia. The paper seeks to stimulate a wider debate for researchers and policymakers going forward, framed around the following questions which arise from the paper: How is dementia understood as a hidden condition in the visitor economy? To what extent is there awareness and action in the visitor economy sector? What can the visitor economy sector do to address issues of inclusivity and dementia?

The purpose of the paper is to examine how organizations can retain the business knowledge and skills of older workers as they retire or move on.

Describes the nature of the ‘demographic time‐bomb’, the effects it could have on organizations, and the knowledge‐management and other systems that organizations can use to minimize these effects.

Highlights the need for a knowledge‐retention programme, under which an organization can start to identify knowledge at risk and establish central knowledge repositories. Creative retirement policies, retiree workforce pools and a lessons‐learned capture process from retirees ensures the effective transfer of vital information from these people. Building a database of retirees for temporary, contract employment and special‐project work is useful. An organization should develop a retiree/worker mentoring programme to encourage mentoring and cross training, while instilling in pre‐retirees the commitment to knowledge sharing and collaboration. Creating inducements to learn is also important.

Emphasizes process management in transferring knowledge and skills from older workers to their younger colleagues.

Stresses that, while building the necessary knowledge‐management architecture is the easy bit, managing the people aspects is more challenging. Suggests some ways to overcome these challenges.

HR managers have known for many years about the demographic time bomb, and more recently have been urged to take age positive1 approaches to the management of their organisations. However, conversations and seminars with many of those who devise and steer human resource management policies in organisations, suggest that understanding of demographic change is sometimes limited and coping strategies often absent or inchoate. This paper will briefly explore the demographic context and comment briefly on the main policy responses in relation to workforce issues. It will then consider the sorts of measures that might be needed to make work compatible with a significantly older working population. Taken together, these strands will hopefully weave a picture that meets our purpose of forward looking conjecture.

Do you remember the demographic time bomb? A few years ago it was recognized that past birth patterns and current employment patterns could result in a mismatch of jobs and available workers. Organizations were urged to consider ways of recruiting people who would otherwise not come into certain kinds of employment. At the same time, Opportunity 2000 was launched as a means of promoting the employment and development of women.

States that the number of enrolled nurse conversions completed during the last ten years has had a significant impact on the number of registered nurses (RNs) available for employment in the National Health Service (NHS), and the contribution made by the enrolled nurse conversion course programme to the National Health Service workforce may have delayed the impact of the “demographic time bomb” on nursing recruitment. Emphasizes that the winding down of the conversion programme, and a fall in the number of RNs employed in the NHS, combined with a decline in entries to preregistration (initial) training, could signal the beginning of the long‐awaited crisis facing the nursing profession.

This research aims to examine differences in male and female tacit knowledge conversion behaviours in Japan, essentially marrying the studies from knowledge creation and gender‐based management in an Asian context.

Data are collected from a sample of 986 junior, middle and senior level managers in a Japanese firm, of which 14 per cent are women, examining socialisation variables from Nonaka's SECI model.

The study finds that female managers in Japan believe they attach more importance and perceive that they allocate more time to tacit knowledge socialisation variables than do males for all of the variables in question, although they rank the importance of the variables in much the same way.

The study concludes that Kingston may be correct in his description of a “demographic time bomb” in Japanese society, as women begin to undertake similar management behaviours as men.

Women focus on or show a preference for using certain types of information while men may focus on or show a preference for using different types of information. As more women move into middle and upper management in Japan, firms that better meet the needs and focus upon opportunities for women will be able to take advantage of the diversity these individuals bring to an organisation.

Because women are so sparse in Japanese management, few studies have examined their preferences and behaviours. This study gives us a window into the future of how women may act as their numbers increase in Japanese organisations.

The purpose of this article is to critique the strengths and weaknesses of the National College for School Leadership (NCSL). The primary purpose of the NCSL is to improve student attainment levels through enhancement of leadership capacity within England's government schools. The critique aims to include the issues of strategic rethinking, definition of terms, leadership competencies, core competencies, selection criteria, and research needs.

This article provides a review of literature related to leadership capacity building and challenges to the NCSL enhancement of student attainment levels in England's government schools.

The article indicates that the NCSL had numerous strengths adequate for the initial core activities of headteacher development. Subsequent broadening of those responsibilities to include all leadership development in government schools is a challenging task. The continued increase in expectations necessitates a strategic rethinking of NCSL capability.

The number of potential school leaders warrants reflection on current practice. The “demographic time‐bomb” of the teaching profession has implications for succession planning and professional development. The NCSL has endeavoured to prepare additional school leaders. The increase in NCSL responsibilities regarding school leadership necessitates a sharing of responsibility with other providers.

The article is among the first to critique the NCSL and to identify lessons to be learned by educational leaders from the NCSL experience.

A glance at any newspaper or management periodical gives the impression that sex discrimination is soon likely to become a thing of the past. Women are being courted as never before by youth‐starved employers trying to cope with the ‘demographic time‐bomb’.