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This paper aims to draw on the key tenets of self-determination theory (SDT) to explore the possibility of deploying talent management (TM) as an inherently motivational process within the hospitality industry and examine the role of managers in leveraging it.

The study is rooted in social constructionism and uses qualitative methods and techniques to provide rich insights into employee perceptions and experiences of TM and related managerial attitudes and behaviours.

Although the current TM process is skewed towards performance outcomes, compelling evidence indicates variation in attempts to address employees’ motivational needs mediated by highly influential managerial attitudes and behaviours and importantly, suggests ample scope for embedding TM as an inherently motivational process.

The findings are based on a relatively small sample but can be extrapolated with moderation to the wider research context and other similar organisational settings.

The paper develops an operational framework which contains clear guidelines that can be effectively translated into practice keeping in view its potential benefits.

In line with SDT, the study foregrounds the social and relational context conducive to TM as a motivational process.

The paper is the first of its kind to conceptualise TM as an inherently motivational process via the systematic application of SDT and offers early empirical insights into the phenomenon, which can serve as a solid platform for further research.

The concept of the primary health‐care team involving an increasingly diverse range of health care professionals is widely recognized as central to the pursuit of a primary care‐led health service in the UK. Although GPs are formally recognized as the team leaders, there is little by way of policy prescription as to how team roles and relationships should be developed, or evidence as to how their roles have in fact evolved. Thus the notion of the primary health‐care team while commonly employed, is in reality lacking definition with the current contribution of practice managers to the operation of this team being poorly understood. Focusing on the career backgrounds of practice managers, their range of responsibilities, and their involvement in innovation in general practice, presents a preliminary account of a chief scientist office‐funded project examining the role being played by practice managers in primary health‐care innovation. More specifically, utilizing data gained from the ongoing study, contextualizes the role played by practice managers in the primary health‐care team. By exploring the business environment surrounding the NHS general practice, the research seeks to understand the evolving world of the practice manager. Drawing on questionnaire data, reinforced by qualitative data from the current interview phase, describes the role played by practice managers in differing practice contexts. This facilitates a discussion of a set of ideal type general practice organizational and managerial structures. Discusses the relationships and skills required by practice managers in each of these organizational types with reference to data gathered to date in the research.

To identify competencies connecting personality, organizational orientations and self‐reported learning outcomes (as measured by concise Likert‐type scales), for individuals who are learning for their organizations.

Five concise factor scales were constructed to represent aspects of personality. Three further concise factor scales were constructed to represent orientation towards managers' roles and behaviour, orientation towards employees' roles and behaviours and self‐reported learning outcomes. The eight‐factor sub‐scales were combined in a 47‐item Likert‐type instrument. A total of 170 individuals, in ten separate groups, provided factor scores that were analysed using principal components analysis.

Analysis revealed four competencies related to the eight factor scales in the mindset of individuals. They are: aptness, art, adherence, and adventure.

The study was conducted mainly with university respondents from the UK only, which may limit its usefulness elsewhere. Future research is proposed to confirm or refute the existence and validity of the four competencies.

The four competencies explain the relation between personality, organizational orientations and self‐reported learning outcomes and hence can be used to improve learning for the work organization.

This study has provided a further insight and explanation of some dispositional and situational factors connected with workplace learning. The 4A model of workplace learning is introduced.

Within accounts of and frameworks for organisational leadership, especially in the public sector, there is continuing enthusiasm for the distinction between transformational and transactional models, where the latter is typically compared unfavourably with the former. This paper reports on a review of the literature on organisation transition (that is mergers and acquisitions), which found this distinction helpful in ordering the material considered. Unexpectedly, the review found that more of the advice contained within the papers examined focused on interventions that could be broadly categorised as transactional rather than transformational. This seems an important finding in a context where the distinction continues to have salience and when transformational characteristics are often seen as being essential to leadership and transactional attributes are perceived as merely being suggestive of management.

Many healthcare organisations have found it difficult to implement total quality management (TQM) successfully. The aim of this paper is to explore the barriers to TQM successful implementation in the healthcare sector.

This paper reports a literature review exploring the major reasons for the failure of TQM programmes in healthcare organisations.

TQM implementation and its impact depend heavily on the ability of managers to adopt and adapt its values and concepts in professional healthcare organisations. Unsuccessful TQM efforts in healthcare organisations can be attributed to the strongly departmentalised, bureaucratic and hierarchical structure, professional autonomy, tensions between managers and professionals and the difficulties involved in evaluating healthcare processes and outcomes. Other obstacles to TQM success include lack of consistent managers' and employees' commitment to and involvement in TQM implementation, poor leadership and management, lack of a quality‐oriented culture, insufficient training, and inadequate resources. The review was limited to empirical articles written in the English language during the past 30 years (1980‐2010).

The findings of this article provide policy makers and managers with a practical understanding of the factors that are likely to obstruct TQM implementation in the healthcare sector.

Understanding the factors that obstruct TQM implementation would enable managers to develop more effective strategies for implementing TQM successfully in healthcare organisations.

Purpose — This paper explores the field of ethical conflicts of human resource (HR) managers in Slovenian organizations: unfair payments, extreme differences in rewards, not respecting employees’ rights, discrimination; using over excessive disciplinary power, not paying social contributions, and engaging in manipulations, among others. The main attention is paid to the implementation of employees’ rights and the factors that affect the process of the implementation of employees’ rights.Design/methodology/approach — We applied an ABC (antecedents — behavior — consequences) analysis of ethical organizational behavior. The survey encompasses 73 HR managers of Slovenian companies.Findings — HR managers perceive their role in an organization as being caught in a specific position in relation to senior management and employees. The study shows that in organizations where the “soft” and “combined” model of human resource management (HRM) is developed, the implementation of employees’ rights is more strongly realized.Research limitations — The sample size is one of the chapter’s limitations. The other is the use of quantitative statistical approach without applying other methods. In the future it should be accompanied with qualitative techniques by which dishonesty would be more directly linked to the violation of employees’ rights.Practical implications — Professional education can (1) form a solid system of professional values that can help to prioritize expectations and demands in the work place and (2) equip HR managers with competencies to solve ethical issues and to engage in ethical behavior.Social implications/value — The results show that first of all, HR managers are responsible in their role (responsibility of the role in developing the model of HRM which facilitates the implementation of employees’ rights) and only secondly, comes the responsibility of HR managers in an active sense of responsibility (responsibility as a virtue).

Seeing past research, sales managers’ encouragement of their salespeople, tailored to the demands of value-creating sales, should constitute a key success factor for implementing value-centered business models. But prior research is largely silent on sales managers’ encouragement behavior for adopting value-centered business models regarding specific sales manager encouragement behaviors. Hence, this paper aims to examine the moderating effect of in-role and extra-role encouragement by sales managers in value-centered business models on financial firm performance.

The research model was tested empirically on a sample of key informants from 209 firms working in (sales) management positions using regression analysis.

The findings suggest that in-role encouragement behavior is more effective to achieve financial firm performance in value-centered business models. Sales managers should use in-role encouragement to provide their salespeople with a clear structure as a framework for their tasks and work environment and a strategic alignment along the sales organization.

First, while the study included a variety of industries, it only covered countries from the Dach region (Germany, Austria, and Switzerland), which could limit the generalizability of the findings. To validate the results in additional countries, future research could replicate the research in a cross-country study to test whether the effects differ between countries. Second, the study surveys one key informant per firm on a firm-level leadership tendency. Although leadership culture may promote similar leadership styles or behaviors within one firm, individual leadership behaviors may still vary. Future research should validate the findings using individual sales managers data.

Firm managers must encourage sales managers in value-centered business models to engage in in-role encouragement and avoid extra-role encouragement and thus intensify their micromanagement. Micromanaging the salesforce comprises extensive guidance regarding their expectations and execution toward their salespeople’s work-related tasks and their way of thinking. Furthermore, firms must ask themselves whether their sales managers are capable of micromanaging at all and whether they have the capacity to do so. If not, they must create the appropriate capacities for this. Supplementary, firms should offer regular training for managers on the application of in-role encouragement.

To the best of the authors’ knowledge, this is the first study combining the two rather separately considered research streams of encouragement behavior and value-centered business models regarding the effects on firm performance outcomes.

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.

Discusses a comprehensive programme for changing the role behaviour of a managerial cadre, steeped in traditional hierarchical norms, for greater effectiveness within a new organizational design. A significant component of the change programme was to educate the managers in role‐related concepts as a means of self‐appreciation of appropriate role behaviour. Relates the key aspects of the experience of changing the role behaviours of various types of managers against the distinctive backdrop of strategic transformation of a large banking organization in a developing country. The principal objective of the transformation was to re‐build the bank so it could successfully carry out an ambitious expansion of its branch network and business. The revamped organizational design demanded a new managerial outlook and new administrative practices. The article deals with the design of the training programme and the experience with it in the context of implementing the organizational transformation.

This issue is a selected bibliography covering the subject of leadership.