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Over the last decade, some Mexican public organisations have begun to enter into a dynamic in which issues such as service quality, ongoing improvement, and internal and external customer orientation are becoming essential to their day‐to‐day management. The purpose of this paper is to present a successful example of how Lean‐Kaizen is implemented in the human resource service process of a Mexican public service organisation.

The research method adopted is the case study. Research is carried out in a Mexican public service organisation, and adopts a retrospective focus. Four methods are used to gather data: direct observation; participative observation; documentary analysis; and semi‐structured interviews.

The Lean‐Kaizen approach helps this public service organisation to improve cycle times in the human resource selection and hiring process. Various enablers and inhibitors are also identified during implementation.

Research is based on a single case study. However, rather than seeking empirical generalisation, it tries to examine how the Lean‐Kaizen approach can be successfully implemented in a service process.

The research is effectively a guide for practitioners (public managers) wishing to apply or already applying Lean‐Kaizen in their service processes.

A review of academic and practitioner literature on the subject indicated that implementation of the Lean‐Kaizen approach has hardly begun to be explored. It is also significant that in Mexico and Latin America, examples of the transfer and implementation of this kind of approach are practically non‐existent in academic literature on the subject.

The purpose of this paper is to study how the interplay of the emotion of fear and the personality trait of resilience affect time to reemployment after job termination. The authors carried out the research by extending affective events theory (AET) beyond the workplace.

This paper is a conceptual paper intended to lay the groundwork for future analysis in the areas of fear and resilience, specifically in the time after job termination.

The paper suggests that fear is a natural response to job termination, and there are two responses to fear: one of action to rid oneself of fear (“fight or flight”) and one of paralysis, in which an individual remains in a fear state. The authors put forth that one's level of resilience is a factor in determining time to reemployment.

While there are numerous studies on the role emotions play in the workplace and in particular, the role of fear about potentially getting fired, there are few, if any, studies on the role of fear after losing a job. The authors feel this is a warranted area of study as fear can have both positive and negative responses. The authors also contend that a major diver of these fear responses is an individual's level of resilience, and this can be a significant predictor of the individual's time to reemployment.

This paper studies the juridical rationale for mandatory training provision on Temporary Help Agencies as established in the Spanish Temporary Help Agencies Act, 1994 (Law 14/94). No positive relationship is found between the improvement in Temporary Help Agencies' added value levels and their investments in temps' training. In analyzing this specific provision of Spanish Labor Law we adopt a positive focus to explain its impact on the functioning of the temporary help industry. The application of institutional theory leads us to conclude that efficient use of this legal prescription is limited. The issue is relevant to understanding the economic outcomes of regulation from a law and economics perspective.