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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.

During the past 30 years the balance between retail development in “out of town” as opposed to “town centre” locations has been a recurrent theme in retail planning policy debates and policy initiatives within the UK. This paper reviews the continuing growth and diversification of out‐of‐town retail development and draws attention to the recent investment in retail services complexes in out‐of‐town sites. A brief outline of changing central government thinking suggests an increasingly restrictive approach to new out‐of‐town retail development coupled with a policy commitment to “put town centres first”. The paper then offers some illustrative examples of town centre management initiatives in Leicester, Leeds and Manchester, and concludes with a brief discussion of some of the issues surrounding the “in town – out‐of‐town debate”.

Development applications of assessment centres represent an emerging and exciting area for human resources practitioners interested in maximising the benefits of such centres to their organisations and the people who work in them. Five applications are emerging: the use of assessment centre feedback, in itself, as a management development tool; early identification of high potential development programmes; use of centres for diagnosing strengths/weaknesses and devising individual training and development programmes; service as an assessor and as a developmental experience; and the centre as a tool for organisational planning/development.

Utilising data from 18 in‐depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to argue that the complexity and diversity of training, development and HRD practices is best understood by studying the multilayered contexts within which call centres operate. Call centres operate as open systems and training, development and HRD practices are influenced by environmental, strategic, organisational and temporal conditions.

The study utilised a range of research methods, including in‐depth interviews with multiple stakeholders, documentary analysis and observation. The study was conducted over a two‐year period.

The results indicate that normative models of HRD are not particularly valuable and that training, development and HRD in call centres is emergent and highly complex.

This study represents one of the first studies to investigate training and development and HRD practices and systems in European call centres.

Two forces of change in the field of assessment centres are described — change in company attitudes towards centres and a growing body of research which questions the current thinking on the subject. How one organisation — London Regional Transport — responded by making what appears to be very beneficial changes in the way it runs some of its centres is examined. Its problems with feedback and the general inappropriateness of the traditional design for development applications are examined.

Assessment centres as a total system, involving theoretical, practical and technical aspects, are focused on. Recent research findings on assessment centres, their processes and practices, are discussed and the implications for practice are examined.

The purpose of this paper id to examine the successful community development by enabling people to help themselves so that they could increase their career opportunities and recover the fertile natural environment previously lost through overstraining the local ecosystem. Sustainability is of central importance for many countries in the world. Especially developing countries need to strive for sustainability and continuity in their economic, social and political systems. This paper aimed at identifying sustainable human resource development in relation to the Huay Sai Royal Development Project initiated by His Majesty the King Bhumipol Adulyadej of Thailand as a case study.

This study was a case study. Data were collected from documents, interviews and project visits. Then, the analysis was made by document analysis and observation during the study visit, and the information from the interviewees was recorded and transcribed in the Thai language. Some information from the interviews was then added to the analysis to confirm the case that the project had generated sustainable development and encouraged a better life for the local people.

It was found that the nature of people development for sustainability in the project was based on two central themes: people-centered development and whole system-focused development. People-centered development aims to make people succeed in their life. The latter theme aims at helping people become social beings that are willing to place societal concerns before personal interests. This reflected the eastern approach of people development, which puts people and their mindset at the center of development. Other findings pertaining to the methods of people development showed that action learning was a central method of development.

The Sufficiency Economy and people-centered development served as an alternative development path, pursuing balanced growth based on development from within and on the accumulation of knowledge. The main thrust emphasized development from within, self-protection, conservation, caution and moderation, which called for the sustainable use of resources and concern for the social and environmental impact of economic decisions. This contributed to the action learning approach that the success of the project was not only economic returns but also the learning process to which the people engaging in dialogue could share their problems and develop solutions for themselves and for each other.

There were three key success factors that can be seen in the case. First, the development approach was aligned with the lifestyle and local wisdom of the people. Second, this project promoted step-by-step development, beginning with building a good basis for the people at the individual level. Lastly, the initiation of the project stemmed from an in-depth study of the problems in the area and action research, with a closely coupled monitoring system by which feedback was always fed into the study center.

It could be noted that the Sufficiency Economy and people-centered development served as an alternative development path, pursuing balanced growth based on development from within and on the accumulation of knowledge. The main thrust emphasized development from within, self-protection, conservation, caution and moderation, which called for the sustainable use of resources and concern for the social and environmental impact of economic decisions.

The Sufficiency Economy strengthened sustainability as a goal and means of development; the ultimate goal of the development was to develop people to help themselves to become self-reliant. The means of this development were participatory development through a wide variety of methods and the use of local knowledge as a basis for cultivation. Sharing knowledge made people feel more empowered and encouraged them to change their basic attitudes and behaviors. Once people changed their mindset, they became able to enhance their potential. They also had the power to make choices in their life.

Lewisham Council is at the forefront of current local government reform that requires significant cultural shifts in management and service delivery. To achieve the required changes, the council recognised that it should implement management competencies that embedded its vision and values in the management of the authority. Management competencies were developed through extensive consultation before being piloted using innovative “third‐generation” development centres which involved working on real business issues and ongoing feedback (including peer to peer). The pilot showed the competencies to be a valuable management tool for 95 per cent of participating managers. Of the participants, 72 per cent also gained valuable personal development outcomes. Lewisham has been delighted with the business outcomes, observing significant shifts in the way participants work within the new culture. The centres delivered clear development outcomes and led to few follow‐on development interventions, thus providing substantial value for money.

This monograph is devoted to the countries of Eastern Europe, which are experiencing the dramatic changes following on from the fundamental developments of the last few years. These countries, Albania, Bulgaria, Czecho‐slovakia, Hungary, Poland, Romania, the USSR and Yugoslavia, are likely to become members of a greater Europe in the future. Their economic and educational systems are examined and the structures of their management training systems are described.