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Written partially in response to a previous paper published in this Journal suggesting that leadership and leaders are categorised as ‘transformational’ or ‘transactional’, the author suggests that these definitions are too narrow to be reflective of reality. It is instead argued that true and effective leaders operate in a multidimensional framework that combines styles, skills, attributes and abilities that fall within what we commonly refer to as management and leadership. It is suggested that there is a need to move on and to accept that there is not an all‐encompassing model, definition or style of leadership.

This article outlines the challenges faced by the next Chief Executive of the Hong Kong Special Administrative Region (HKSAR) in 2022 – the need to address economic problems resulting from Hong Kong’s slow growth; its inability to restructure its economy to broaden job opportunities and improve upward mobility for young people; and the government’s belated attempt to deploy innovation and technology.

This article is based on the author’s in-depth analysis of the current situation and insights on the challenges faced by the next Chief Executive.

Tensions are inherent in the concept of “One Country, Two Systems”. Back in November 2012, Deputy Director of the Hong Kong and Macao Office Zhang Xiaoming already reminded Hong Kong of the need to manage well three sets of relationships: (1) maintaining the “One Country” principle while preserving the SARs’ “separate systems”; (2) upholding Central Authority while preserving the SARs’ “high degree of autonomy”; and (3) unleashing the economic potential of mainland China while raising the competitiveness of the SARs. These three sets of relationships represent three fundamental difficulties in implementing “One Country, Two Systems”. However, Hong Kong kept ignoring Beijing’s advice and failed to resolve the tension between the mainland and Hong Kong SAR, culminating in the riotous events of 2019, which morphed into a dangerous, anti-China insurgency.

The next Chief Executive needs to mediate between the constitutional requirements of the Central Authority while preserving Hong Kong SAR’s “high degree of autonomy”, its unique character and lifestyle. He or she also needs to deal with continuity and change. Hong Kong cannot stand still, and should not allow itself to be lulled by the “50 years no change” mantra into overlooking the need to move with the times. Much reform needs to be implemented by the next Chief Executive to give people hope, faith in “One Country, Two Systems” and true love of the country.

IN the National Press recently there has been some rough handling of incentive schemes. A number of objections have been raised to them. Among the more serious are: machine sabotage; loss of earnings due to machine breakdown; group output restrictions; revenge on a member of the group; increased output of defective work; harmful to morale and sometimes health; a provider of financial temptation; calculations of earnings a mystery.

Edmund Burke, the 18th century Irish orator said … ‘those who propose change should work hard to persuade a rational man that innovations or reforms would not end in damage or absurdity’.

Reveals how the Hays Challenge, a serious game developed to respond to key business objectives for the attraction of graduate recruits, was developed and implemented.

Describes how a recruitment-orientated serious game was developed and implemented at Hays plc. Applied research was conducted through a series of focus groups that informed the design process.

Reveals that more than 40,000 players from 190 countries have played the Hays Challenge. Within the UK business 73 percent of the most recent graduate applicants have played the Hays Challenge.

Explains that anecdotal information from the internal-recruiting teams suggests that there has been an improvement in the quality of applicants and that their knowledge about recruitment consultancies is much more evident.

Describes an interesting and attractive way of providing information about careers in recruitment to today's internet-savvy young people.

Fills a gap in the relatively limited published research into how serious gaming can be used in the attraction and initial self-selection stage of the recruitment process. Adds further insight for practitioners into this area and demonstrates some of the benefits of adopting such an approach.

Based on the theory of reasoned action, this study aims to illustrate how employees’ safety behavior can be enhanced in the workplace by specifically examining how anticipated regret leads to workplace safety behavior and the contextual factor of organizational ethical climate.

The authors adopted a quantitative approach and designed their survey from validated scales in prior studies. Data were obtained from two different sources, including 149 employees and 31 immediate supervisors. Hierarchical linear modeling techniques were applied to test the hypotheses.

The results showed that anticipated regret was significantly related to safety compliance and safety participation; egoistic ethical climate was negatively correlated with safety compliance and safety participation, while benevolent ethical climate was only positively correlated with safety participation. For cross-level moderating effects, both benevolent and principle ethical climate moderate the relationship between anticipated regret and safety participation, whereas all three ethical climates did not moderate the relationship between anticipated regret and safety compliance.

It contributes to current literature by identifying critical determinants of employees’ safety behavior, which would enable practitioners to manage safety in the workplace and foster a safe working environment. Specifically, fostering benevolent ethical climate can better promote employees’ perceptions of the importance of discretionary safety behavior.

This study suggests that organizational practitioners could use the salience of anticipated regret to promote the safety behavioral intentions of employees in the workplace. Further, the authors examined a multilevel framework, which elaborates individual- and organizational-level antecedents of employee safety behavior as well as the impact of cross-level interactions on employee safety behavior.

Dr E. John Cullen, deputy managing director of chemicals manufacturer Rohm and Haas (UK) Ltd since 1971, has been named as the company's new managing director and chief executive. He took over on June 1 from Mr C. B. Pyle who is returning to the United States as marketing manager of the Plastics Division at Rohm and Haas Company headquarters in Philadelphia.

Purpose – this chapter contrasts the ethical climates in government and nonprofit organizations (npos) in japan, a setting where the relationship between these two sectors has been recognized as close and long-lasting (estevez-abe, 2003; hirata, 2002; ritu, 2008). Yet, there has been little comparison of the value difference (or congruence) or discussion of how this may influence their interaction over time. This chapter explains why nonprofit partners may be more attractive partners for governmental contracts, notwithstanding the dangers of “mission drift” (young & denize, 2008) and/or high monitoring costs (malloy & agarwal, 2008).

Design/methodology/approach – Using survey data from matched samples of nonprofits (441, 86% response rate) and governmental organizations (321, 64%), the factor structure equivalence and measurement invariance of ethical climates in these two sectors were rigorously tested.

Findings – The findings extend prior typologies of ethical climate from for-profit and nonprofit organizations to governmental organizations. The chapter revisits the notion of opportunism, which continues to be pervasive and problematic in third-sector studies (Hawkins, Gravier, & Powley, 2011) to suggest that significant overlap in ethical climates between nonprofit and governmental organizations rules out value differences as a possible source of opportunism.

Originality/value – This study contributes a deeper awareness of the similarities and differences in ethical perceptions between nonprofit and governmental organizations that can inform policy makers in government to better understand the implications of using nonprofit partners to deliver services.