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The use of the Person Specification in recruitment and selection has masked a number of fundamental problems. Reviews existing Person Specification systems and identifies these problems identified. Proposes a model of the Specification process which brings together person, context and selection. Presents an outline of an expert system which assists the specification process.

A “critical case” approach is used to examine whether the recruitment practices and procedures advocated by social scientists within the personnel field are realised in practice. The “critical case” selected is the graduate recruitment known as the “milkround”, where “scientific techniques” in theory stand the best chance of being used. In practice a major discrepancy between theory and practice was found, which is explained in terms of the preoccupation with material and symbolic security that conditions the actions of personnel managers in competitively co‐ordinated employment establishments.

Corporate planning has recently been faced with extreme changes in methodology and scope. Planners report that more variables than ever before must now be considered in both long‐ and short‐term projections. Alternative sets of plans are becoming the mode, partly in recognition of the unpredictable aspects of many of these variables. Protectionism, environmentalism, consumerism, and social concern are all impacting on plans already confounded by severe changes in economic conditions, balance of trade, energy usage, and foreign affairs. Planners are increasingly turning to computer systems for assistance in manipulating these large numbers of complex variables.

Distinguishes between consumers and customers, shows how these two groups′ requirements of a particular service often differ; proposes that services within health care need to be marketed to both categories. Recognizes the need for the health and social care services to be more market‐oriented. Offers guidelines for introducing or increasing market orientation which are applicable to a large range of service organizations; lists and discusses 13 pointers which are relevant from the viewpoint of the purchasing/ commissioning organizations and the service providers.

Explains how most people with managerial responsibility have a specialist background. Also, most management may be undertaken by “hybrids” who combine specialist activity and managerial responsibility. Unless the process of converting specialists into part‐time or full‐time managers is carefully planned, management responsibilities may be neglected in favour of specialist activity. Key interventions are in the areas of role definition, selection, management development and monitoring.

The second in a series of three articles which provide a contribution to the debate in the UK on the appropriateness of competence‐based qualifications. Identifies and emphasizes some of the particular strengths of established qualification methodologies which provide clear advantage over the competence philosophy. Draws attention to a number of false assumptions about current practices which premise the competency case.

This article provides an account of an audit on the recruitment and selection systems and procedures in place within a printing company based in the West Midlands (England). A human resource audit (HRA) of generic benchmarks was developed from a literature review. The audit subsequently was applied to establish the current position of the company in the areas of recruitment and selection. The empirical investigation process primarily consisted of content analysis of documents and the interviewing of 13 staff within the company. As a result of the audit, the recruitment and selection processes, systems and procedures were identified as ineffective. Consequently, an action plan was developed as part of a quality improvement process and preparation for Investors in People Award. As a result of the implementation of the recommendations, the culture of the company and the staff should become more focused, systematic and of a higher quality.

This study contributes to the existing literature that corporate governance consist of internal and external governance behavior which refers to the complementarity of the elements of (1) competing values framework and (2) corporate legality framework theories and proper orientation in the provisions of the elements leads to a good corporate power in the modern legal environment. A questionnaire is designed, a survey is conducted based on the constructed corporate governance model in the study, which investigates the evolutionary background of the elements with the view of establishing the right corporate culture and corporate legality behavior. The empirical results revealed that there is a positive linear relationship between the elements of corporate culture provisions with internal governance behavior and a significant positive association between the elements of corporate legality provisions with external governance behavior. The model does not take into account long-term external factors. Therefore, measuring corporate governance may not be an easy task and may not be suitable for specific countries that have strong legal systems and corporate ownership. The elements in the model are practical to implement and facilitates corporate to improve shareholder involvement and governance reporting and hence prevent failure. The constructed model span almost every attribute embedding high quality corporate social responsibility and corporate governance for corporate to identify areas for improvement and contributes to existing corporate governance literature that, connecting corporate culture and corporate legality behavior positively affect financial markets and firm performance.

Previous research has highlighted women’s unequal status in relation to management within a range of service sector industries. Leisure services, however, has remained an under‐researched sector in spite of its growing significance to the economy and its increasing importance as an employer of women. This paper reports selected results from recent research examining gender equity in leisure management. The research, examined gender equity in leisure management and within the professional institute itself. The results demonstrate that women experience both structural and cultural constraints in attempting to secure management careers in leisure but that they remain optimistic about the future. Analysis of the results indicates that this optimism may be misplaced in an industry where women are encouraged to accept large amounts of senior management responsibility for middle management salaries, where routes to promotion remain unclear, and where organisational culture is informed by the dominant “locker room culture” of male sport.