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This paper aims to theoretically proffer and empirically evidence five inter-related high performance working (HPW) groupings of value to practitioners interested in developing HPW in their organizations.

The empirical research is based on three UK-based qualitative case studies. Data are drawn from nine in-depth interviews with managers (three from each case) and three subsequent focus groups (one in each case). Focus groups comprised six, eight, and four employee (non-manager) interviewees.

The empirical findings validate the theoretical importance of the five identified HPW groupings. More, they imply a number of relationships within and between the five groupings, confirming the need to view the groupings collectively and dynamically.

The five HPW groupings provide a foundation for further research to closely evaluate the dynamism within and across the groupings. They also offer practical types of human resource interventions and actions for practitioners to evaluate the strengths and weaknesses of HPW in their organizations.

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.

Interest in managing diversity has grown in recent years. From origins in the USA, and initial interest in the idea and ideals of managing diversity, the focus of current attention in managing diversity tends to be on its organisational implications and benefits. This article discusses the concept of managing diversity in relation to service quality, a critical goal and priority for all hospitality organisations. It examines the practicalities and potential of managing diversity. Reference is made to case study analyses of UK hotel chains which indicates that, in this sector, approaches to managing diversity are reasonably well developed and are closely linked to enhanced service quality.

The aim of this article is to investigate the incidence and impact of FWAs in smaller businesses in Scotland, as an integral part of a recent European Social Fund project. From theoretical perspectives it discusses the influences on, and impacts of, flexible working arrangements. The focus is then placed on the smaller business sector as regards its distinctive features and flexible working arrangements.

The papers presents the findings from empirical work comprising a large‐scale survey of, and series of interviews with, owner‐managers of smaller businesses in Scotland.

Part‐time work, time off in lieu, staggered working hours and shift swapping are the main types of flexible work in smaller businesses. In many incidences flexible working arrangements are requested by employees, operated informally, and centred on the business needs. There is significant scope for greater uptake of flexible working arrangements in smaller businesses, especially in services sector businesses. Positive impacts of flexible work arrangements in recruitment and retention, enhanced employee relations, commitment and loyalty are found, together with disadvantages of operational problems and administrative burdens. It is proposed that the gap between the potential for, and current practice in, flexible working arrangements may be narrowed by targeting information and guidance on such arrangements specifically to the owner‐managers of smaller businesses.

The literature on flexible working mainly concentrates on large organisations. With the growing economic importance and distinguishing features of the smaller business sector in the UK, there is a need to focus as much on this sector as large organisations.

Despite the critical role of support personnel in education, the literature about their supervision has been less than informative. In an effort to provide additional guidance to school leaders seeking to improve the supervision of such personnel, the purpose of this paper is to examine and compare three distinct groups of support personnel: school custodians/janitors, school secretaries, and paraprofessionals in special education.

The paper begins with two analyses. One is that of the general importance of the role of support personnel in public schools in the USA. The other consists of a brief argument as to why the literature about the supervision of support personnel has not been overly informative. The paper proceeds with descriptions of three distinct support personnel groups.

The examination of three support personnel groups highlights the visibility of the school custodian/janitor, the multi‐dimensional responsibilities of the school secretary, and the background of the paraprofessional in special education.

A comparison of three distinct groups of support personnel has implications for their training, compensation and scheduling, and work design and supervision.

The paper content offers an information‐rich and multi‐faceted view of support personnel in schools, with implications for their overall supervision and the importance of their contribution to the organization.

There is an essential link between the success of hospitality organizations and the availability of appropriate labor resources, making employee attraction a critical concern for the industry. The purpose of this chapter is to investigate the role of work experience, both inside and outside the hospitality industry, in shaping students’ attitudes toward hospitality careers. The study was conducted on the group of 338 undergraduates and graduates enrolled in tourism and hospitality studies in Poznan, Poland. The findings suggest that work experience displays a stronger relationship with preferred than with perceived job and organization attributes. It is also related to perceptions of hospitality career attractiveness both in the long and in the short run as well as to intentions to apply for a job after graduation. The results underline the importance of providing students with quality work experience by the hospitality industry stakeholders as it can influence future career decisions.