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The subject of part‐time work is one which has become increasingly important in industrialised economies where it accounts for a substantial and growing proportion of total employment. It is estimated that in 1970, average annual hours worked per employee amounted to only 60% of those for 1870. Two major factors are attributed to explaining the underlying trend towards a reduction in working time: (a) the increase in the number of voluntary part‐time employees and (b) the decrease in average annual number of days worked per employee (Kok and de Neubourg, 1986). The authors noted that the growth rate of part‐time employment in many countries was greater than the corresponding rate of growth in full‐time employment.

Equal pay legislation has been on the statute book since May 1970 in the form of the Equal Pay Act, due to be fully effective at the end of 1975. In an earlier article the authors discussed problems to be expected in implementing the Equal Pay Act with particular reference to retail distribution. The present article first examines progress toward equal pay on the basis of recent statistics covering basic wage rates and earnings in a wide range of industries and occupations in Britain. Secondly it considers implications of further proposals to raise the status of women through measures intended “to make it unlawful to discriminate on the grounds of sex … in a wide range of activities and situations”, including employment. Finally, in the light of procedures and machinery designed for the enforcement of anti‐discrimination laws, it questions whether the two objectives of equal pay and equal opportunity for women are entirely consistent.

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.

Informed by a relational theorisation of equal opportunity, this paper seeks to focus on multi‐level experiences and observations of women working in Pakistan's formal employment sector considering issues and challenges facing them at three levels of analysis, i.e. macro‐societal, meso‐organisational and micro‐individual.

Drawing on in‐depth qualitative interviews with 30 working women in Lahore, the paper examines multi‐level issues of women working in Pakistani organisations.

The study reveals that focusing exclusively on organisations and holding them solely accountable for equal opportunity may be inadequate as organisational structures and routines of equal opportunity are affected by both macro‐societal factors (e.g. legal, socio‐cultural) and micro‐individual factors (e.g. intersectionality, agency). In particular, the study highlights unique socio‐cultural and structural challenges facing working women in Pakistan and the ways in which these women are able to negotiate and overcome some of these challenges.

The study is based on six Pakistani organisations located in Lahore, Punjab, and may not be generalized to represent issues and challenges of equal opportunity in other provinces of Pakistan.

The paper suggests that employers may pay special attention to socio‐cultural issues facing women to promote gender equality at the workplace.

The study contributes to the equal employment opportunity literature by exploring gender equality issues in a Muslim majority country's context.

This study was designed to contribute to the extant literature by discovering the perceptions of restaurant employees and managers toward equal opportunities in restaurant labor and working in a diversity-rich restaurant work environment.

A qualitative research approach was utilized. Through in-depth interviews, data were collected purposefully from restaurant workers in different positions (e.g. managers, servers, chefs and cooks) in the USA.

As a result of content analysis, different perspectives emerged on equal employment opportunity and diversity in restaurant labor. While some employees and managers believe that restaurant labor has equal employment opportunities, others think there is a lack of equal employment opportunity and partial equal employment opportunity in the industry. Most participants perceive working in a diversity-rich restaurant work environment as beneficial (an opportunity to learn about different cultures and an opportunity to learn different experiences and approaches).

To the best of our knowledge, this is the first paper to explore employees' and managers' perceptions of equal employment opportunity and diversity in the hospitality labor context, specifically restaurant labor. Therefore, the research findings will create value for scholars to understand the view on equal employment opportunity and diversity in restaurant labor. Further, it will assist practitioners in designing their labor structure regarding equal employment opportunity and diversity management for the future.

The Australian government's commitment to equal employment opportunity has resulted in the enactment of anti‐discrimination and affirmative action legislation at both the federal and state level and the development of a number of labour market, training and social policies specifically designed to remove impediments to women's employment. The Affirmative Action (Equal Employment Opportunity for Women) Act 1986 is pivotal to the removal of discrimination in organisations, but its effectiveness has been hindered by the restructuring of organisations on a divisional basis, a lack of understanding of the nature of equal employment opportunity (eeo) and the role of affirmative action programmes among some employers and employees, and the choices women make about their employment and training. A number of innovative policies have been developed by large organisations to deal with these barriers to the effectiveness of affirmative action programmes and the creation of eeo and they provide useful models for other organisations.

This article reports on some of the research findings of a two year study on equal opportunity commissioned by the Department of Employment. Although initially conceived as an investigation of “successfully” operating equal opportunity policies in private industry, the research data suggested that effective practice follows a different line of development. For, in practice, effective equal opportunity bore a closer relationship to everyday problem‐solving in organisations than to the adoption of formal policies abstracted from workplace issues and concerns. The success of equal opportunity policies and practices would appear to be contingent upon their direct relevance to workplace problems and the degree to which employees are involved in formulating and implementing them.

This article is a marginally shortened version of Supplement No. 15 to Women in Europe. The European Community answers a series of 50 questions relating to women and employment.

Most publications on the management of diversity in Western countries pay homage to history by referring back to the way regulatory frameworks developed to promote equal treatment and to oppose discrimination. In work on English speaking countries, particular attention has been given to the struggles waged in the USA for civil rights and for gender equality in the 1960s and their impact on the emergence of equal employment opportunity and affirmative action laws and policies. Generally, these developments are depicted as the antecedents to the emergence of diversity management in the USA. This genealogical orientation is usually designed to establish historical foundations. However, as we see it, this approach to history has promoted an impression of linear evolution. Our general aim in this chapter is to show how an historical perspective can help uncover continuities in regard to equal employment opportunity, affirmative action and diversity management policies and strategies in Australia, particularly in relation to the management of cultural diversity in Australian workplaces. Rather than seeing development in linear terms, our aim is to highlight connections and the implications of such connections. Accordingly, this chapter relates each of these policies/strategies to analogous political and legal developments that emerged concurrently, in particular such initiatives as multiculturalism, anti-discrimination laws and what became known in Australia as ‘productive diversity’ policies.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.