Search results

1 – 10 of 51
Article
Publication date: 5 March 2018

Kirsteen Grant and Gillian A. Maxwell

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

713

Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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.

Originality/value

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.

Details

Development and Learning in Organizations: An International Journal, vol. 32 no. 2
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 1 April 2004

Gillian A. Maxwell

Academic interest in managing diversity is now developing from conceptual analyses to practical examples. However, the conceptual relationship between managing diversity and equal…

5923

Abstract

Academic interest in managing diversity is now developing from conceptual analyses to practical examples. However, the conceptual relationship between managing diversity and equal opportunities remains rather blurred. Perhaps investigation of managing diversity in practice may help bring greater focus to the relationship. This article seeks to bring further insight into the debate on managing diversity in terms of its link with equal opportunities and key dimensions in practice. On the basis of consideration of theoretical perspectives and dimensions of managing diversity, a practical development of managing diversity is discussed in a longitudinal case study of a proactive diversity initiative in BBC Scotland.

Details

Employee Relations, vol. 26 no. 2
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 3 October 2008

Gillian A. Maxwell and Samantha MacLean

The purpose of this paper is to explore the operational implications and strategic actions involved in talent management (TM) in Scotland.

6846

Abstract

Purpose

The purpose of this paper is to explore the operational implications and strategic actions involved in talent management (TM) in Scotland.

Design/methodology/approach

The paper is based on a literature review and focus groups comprising members of the Board of the Scottish Tourism Forum.

Findings

This paper finds that, in an industry with generally high labour turnover and rather negative public image as an employer, TM – in attracting, developing and retaining people – has significant potential to contribute to changing approaches to managing people and to improving opinions on careers in this sector.

Practical implications

Practical implications are that: individual businesses adopt TM approaches that best suit their business, employees and customers; industry bodies and leaders present exemplary practice in TM; business strategies including TM initiatives are actively supported by senior and operational managers in organisations; and educators develop, in liaison with the industry, toolkits for the implementation and evaluation of TM initiatives.

Originality/value

Any practitioner or academic interested in gaining insight into the practice and potential of TM, especially in the Scottish context, will find the paper valuable.

Details

International Journal of Contemporary Hospitality Management, vol. 20 no. 7
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 2 October 2007

Adelina M. Broadbridge, Gillian A. Maxwell and Susan M. Ogden

The purpose of this paper is to examine Generation Y, potential graduate entrants to UK retailing, in respect of their job experiences, career perceptions and initial employment…

10593

Abstract

Purpose

The purpose of this paper is to examine Generation Y, potential graduate entrants to UK retailing, in respect of their job experiences, career perceptions and initial employment expectations.

Design/methodology/approach

Utilising qualitative research methods, an exploratory study was undertaken with 33 students (all of whom fell into the category of Generation Y) from two UK universities.

Findings

The study found that many of the propositions contained within the Generation Y literature were reflected among participants in relation to their future career and lifestyle aspirations. This points to the need for retailers to carefully manage graduate expectations and experiences to ensure commitment to the sector.

Research limitations/implications

Being an exploratory study, the results are not genralisable to the wider population. The findings frame a future longitudinal study on the retail careers of Generation Y graduates as they move from the anticipation to the encounter stage of their career development. This will seek to further explore the implications of Generation Y values, including those relating to diversity and equality which were not raised as an issue in this preliminary study.

Originality/value

The findings of this research contribute to our knowledge of the career aspirations of Generation Y. It indicates to retailers some of the future recruitment and HR practices they might adopt to meet the needs of this generation of employees.

Details

Career Development International, vol. 12 no. 6
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 1 June 2004

If you are possibly the best‐known broadcaster of TV and radio programs in the world, and your output is both phenomenal in number and hugely wide‐ranging in content, it goes…

1693

Abstract

If you are possibly the best‐known broadcaster of TV and radio programs in the world, and your output is both phenomenal in number and hugely wide‐ranging in content, it goes without saying that lots of those programs are bound to involve issues of race, diversity, equal opportunity and discrimination – positive or otherwise. Not just factual, documentary or discussion‐type programs. Dramas and comedies also have to take account of the make‐up of the communities they serve if they are to have a resonance with the whole audience.

Details

Human Resource Management International Digest, vol. 12 no. 4
Type: Research Article
ISSN: 0967-0734

Keywords

Article
Publication date: 1 September 1997

Gillian A. Maxwell

Looks at the principal causes and consequences of the promotion to what can no longer be viewed as a complete vacuum: women in positions of general management. Focuses on the…

4390

Abstract

Looks at the principal causes and consequences of the promotion to what can no longer be viewed as a complete vacuum: women in positions of general management. Focuses on the views of four female general managers in different international hotel groups. From an analysis of their experience and views concludes that potential for women holders of these senior positions is significant, though the industry appears unwilling to make specific “concessions” to use this largely latent labour resource.

Details

International Journal of Contemporary Hospitality Management, vol. 9 no. 5/6
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 13 November 2007

Adelina M. Broadbridge, Gillian A. Maxwell and Susan M. Ogden

The aim of this paper is to highlight some preliminary findings regarding students' perceptions of retail employment. It concentrates on those students who belong to Generation Y…

3118

Abstract

Purpose

The aim of this paper is to highlight some preliminary findings regarding students' perceptions of retail employment. It concentrates on those students who belong to Generation Y, those born between 1977 and 1994.

Design/methodology/approach

The research instrument consisted of a questionnaire survey administered to business studies students at two Scottish universities – Glasgow Caledonian University and Stirling University. This paper reports on responses to 340 of these questionnaires – those students who already have some experience of retail employment, mainly as their part‐time employment experiences while studying for their degree.

Findings

Retail employment experience is common with the majority of students. Their expectations for future retail employment after graduation is to enjoy their work, while they are also concerned with fairness, equality and tolerance from their future employment.

Practical implications

The results are of benefit to retail employers' as preliminary indications of how they can attract potential graduate entrants into the sector. They provide some areas that retail companies should be addressing in their recruitment literature. These factors include future career opportunities including opportunities for self development, training and development, as well as pay and job security. Other factors that are also important to highlight are responsibility and challenging work opportunities and the maintenance of a good work‐life balance.

Originality/value

This is an under‐researched topic in the area of retail employment and Generation Y.

Details

International Journal of Retail & Distribution Management, vol. 35 no. 12
Type: Research Article
ISSN: 0959-0552

Keywords

Article
Publication date: 1 October 2001

Gillian A. Maxwell, Sharon Blair and Marilyn McDougall

Analyses the notion and value of managing diversity to establish its current theoretical positioning and potential organisational significance. Focuses on a recent case study…

12977

Abstract

Analyses the notion and value of managing diversity to establish its current theoretical positioning and potential organisational significance. Focuses on a recent case study examination of equality at work in a major, national public sector organisation. Affords an insight into an organisational shift towards managing diversity, through the lens of key organisational stakeholders. Within this case, proposes three emergent practical implications of managing diversity which may have resonance for other public sector organisations.

Details

Employee Relations, vol. 23 no. 5
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 29 July 2014

Kirsteen Grant, Gillian Maxwell and Susan Ogden

– The purpose of this paper is to explore empirically manager and employee views on employees’ skills utilisation in organisations in Scotland.

1324

Abstract

Purpose

The purpose of this paper is to explore empirically manager and employee views on employees’ skills utilisation in organisations in Scotland.

Design/methodology/approach

Questionnaires to managers and employees, plus three case studies comprising manager interviews and employee focus groups.

Findings

Highly significant differences are found between manager and employee views on: the match of employee skills to their current jobs; the extent of utilisation of employees’ skills; and opportunities for promotion. The main difference in views is on the match of employee skills to their current jobs, with employees opining more than managers that employees’ skills exceed the requirements of their job. Also, for managers and employees alike, the meaning of skills utilisation is obscure despite the language of skills being widely used in organisations.

Research limitations/implications

The scale of the empirical research is possibly limited. There is potential for manager and employee bias. A case study of a private sector organisation is not included.

Practical implications

It is apparent that there is potential to increase employees’ skills utilisation in organisations in Scotland. Managers are challenged with better utilising the skills within their workforces by using these skills to drive improvements in work processes and practices.

Originality/value

Previous commentary and research on skills utilisation mainly centres on policy and employer standpoints. This paper focuses on manager and employee viewpoints on employees’ skills utilisation.

Details

Employee Relations, vol. 36 no. 5
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 1 January 2007

Sandra Watson, Gillian A. Maxwell and Lois Farquharson

The purpose of this paper is to explore different levels of line manager perspectives, namely strategic and first‐line on their role in human resource management (HRM) and human…

18222

Abstract

Purpose

The purpose of this paper is to explore different levels of line manager perspectives, namely strategic and first‐line on their role in human resource management (HRM) and human resource development (HRD), and to identify enablers of and barriers to devolving HR to line managers.

Design/methodology/approach

Using a deductive approach, case study data was collected from 76 hotels, owned by Hilton UK, via self‐administered questionnaires to strategic and first‐line managers. Descriptive statistics were used to analyse the quantitative results, prior to significance tests being conducted in SPSS to identify differences in means based on managerial positions.

Findings

A number of points of divergence in opinions are revealed, implying that there is potential for the case organisation to secure greater engagement of its first‐line managers in HR roles. Reducing the workloads and short‐term job pressures of these managers, together with capitalising on the good relations with the hotel HR specialists are means to develop greater engagement. Importantly, improving all line managers’ understanding of the organisational basis of their involvement in HR may bolster their performance in HR activities.

Originality/value

This paper offers a fusion of two theoretical perspectives (HRM and HRD), in addition to identifying differences in perceptions of two different levels of line managers.

Details

Employee Relations, vol. 29 no. 1
Type: Research Article
ISSN: 0142-5455

Keywords

1 – 10 of 51