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The area of race in management and management development is one which has received relatively little attention, certainly in comparison with, for example, the attention given to gender issues in organisations. In the UK attention has been directed towards Equal Opportunities legislation and policies at organisational levels rather than at the experience of black managers per se. This article grows from an approach to consider how the developmental needs of black managers could best be met.

There are various Sections of the new Food and Drugs ct which are not wholly easy to interpret. One of these Section 47, the side‐note of which is worded “misuse designation ‘cream’ in relation to cream substitutes”. ow does this Section alter the law relating to cakes, ins and biscuits sold under a description or designation cluding the word “cream”?

Discussions about transferring human resource practices across national borders inevitably raise the question as to whether practices in different countries will converge on a common model or whether they will be characterized by continued divergence. The convergence hypothesis is a product of the landmark study by Kerr, Dunlop, Harbison, and Myers (1960), who sought to understand the forces shaping national industrial relations systems by analyzing the experiences of national economies at various stages of industrialization. They predicted a convergence of practices as industrial societies adopted plural market economies in which major actors shared beliefs about the nature of industrialism, the efficacy of the market economy, and the need for mechanisms to reconcile the interests of employers, the public, and workers.

With higher female labor force participation and the greater prevalence of dual-career families, family responsibilities ever more overlap work responsibilities. Companies have begun to respond to the changing nature of the workforce by offering family-friendly policies that are intended to help employees manage family responsibilities while remaining productive workers. Examples of family-friendly policies include child and dependent care, flexible leave polices, and time off for family emergencies (Daley, 1998; Folsom & Botsch, 1993; Greenfield, 1997; Ezra & Deckman, 1996). Some benefits frequently offered by employers are not considered family-friendly policies because they are not primarily directed toward the management of family responsibilities. Examples of those benefits are educational assistance for the employee, mortgage assistance, holidays, and employee wellness programs.

This chapter examines gender diversity with a focus on the proportion of females in companies in Taiwan. The investigation also examines the effect of the proportion of females on company performance. The research used two Taiwan government databases offering statistics of individual indigenous companies in the manufacturing industries in 1996 and 2001, with a sample size of 8,622 in 1996 and 8,731 in 2001. Results show that the proportion of females in managerial, professional, and administrative jobs is increasing and is positively associated with company performance. By contrast, the proportion of females in operational-level jobs is decreasing, and its association with company performance is inconsistent. This study extends previous gender diversity research in management groups and suggests that women can be invaluable resources for business organizations in Taiwan.

This article aims to introduce the special issue which arose from a conference about urban regeneration in post industrial cities hosted at Bradford University in 2008. The event focused on the sustainable and intangible aspects of individual and community well‐being.

The article discusses the background to urban regeneration and introduces the papers in the issue.

The papers investigate and understand how policies, programmes and projects can increase well‐being in the built environment, and what this means for those involved. Specifically the papers address key features of well‐being in terms of the economics of regeneration, participation, sustainability, social enterprise, migration, partnership, management, and the importance of place and space.

The article focuses on the papers of the special issue that encourage pragmatic and workable solutions based on sound theory and practice.

The goal of this study was to test the human capital (HC) theory within the Russian context and explore current HC organizational practices (including training and development, recruitment and selection, compensation, empowerment, diversity, and work/family balance) of Russian enterprises. The data were collected at 270 large, medium, and small enterprises in Moscow and four representative regional centers. The study results suggest that Russian firms tended to emphasize current HC needs, not long-term HC development strategies. The firm size had an effect on differences in training, selection, and compensation practices, with large firms being more long-term oriented. Correlation between elements of the HC management model provided some preliminary evidence that Russian firms tried to coordinate selection, compensation, and training procedures. In addition, firms that empowered their employees were also putting more emphasis on long-term-oriented training, selection, and compensation practices. Finally, there were signs that diversity was gradually becoming an important issue for Russian enterprises of all sizes. However, compared to diversity, companies’ emphasis on helping their employees to deal with the work/family balance issue was much stronger.