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The importance of selection in the accounting environment is of particular relevance as accounting is a service function which relies heavily on human resources, and its future depends on its ability to attract, train and retain the best and most capable people. A graduate entrant into a professional accountancy office constitutes a major investment involving substantial outlay to cover the costs of recruitment, training and replacement. The external training cost is easy to quantify; however the quantification of the opportunity cost is more difficult. Both these costs rise if the graduate fails to proceed through the examination system without resits or fails to qualify altogether, resulting in a human capital loss for the firm and a personal loss for the candidate. Analyses and discusses the results of a survey into the selection techniques of professional accountancy firms which are training students under the Institute of Chartered Accountants of Scotland System. Centres on the need for and method of pre‐selection, together with selection techniques and their relative success. Concludes that adopting statistical procedures to process biodata for subsequent candidate performance will have ramifications for the firms, the trainees and the profession as a whole.

Hospitality organizations, whether large or small, are complex entities requiring managers to work through frontline employees to manage every guest's moment of truth and meet their firms' goals and objectives. This study aims to test propositions that firms whose staffing policies and systems are aligned with their strategic goals and objectives to outperform those firms with poorer organizational alignment.

Data were collected through a survey administered in winter of 2005 to 200 hourly wage employees from each of four matched hotels. Some 479 completed surveys were returned yielding a 59 percent response rate.

Between‐group differences in organizational alignment measures were statistically significant in the directions predicted. Specifically, subjects from the high organizational alignment hotels, on average, reported significantly higher organizational support, employee service commitment and employee satisfaction as compared to low organizational alignment properties.

The findings of this study provide a strong indication that the workplace environment is a concept that employees are aware of which in turn influences their commitment and satisfaction.

This research provides managers with an assessment tool useful for ensuring that a firm is being effectively managed.

This paper investigates the impact of performance management (PM) practices on firms' financial performance and the mediating role of co-worker and supervisor support.

Data were collected through a two-wave survey. The authors tested the hypotheses using data from 439 employees.

The authors find that PM practices positively influence a firm financial performance. The results also show a positive indirect relationship between PM practices and firm financial performance through co-worker support. The mediated effect is about 0.2 times as large as the direct effect of PM practices on firm financial performance. The results also show that supervisor support partially mediates the relationship between PM practices and firm financial performance.

The authors extend our knowledge of PM practices–firm financial performance relationships. The study advances the existing knowledge on this relationship beyond the traditional input-output models by exploring the mediating role of employee involvement in the relationship between PM practices and firm financial performance. Specifically, the authors' findings reveal that co-worker and supervisory support can act as a mediator in this relationship, shedding new light on the importance of employee/supervisor involvement in PM practices.

The findings highlight the need for managers to take a crucial look at the importance of co-worker and supervisor support. This suggests that organisations can focus on providing adequate training to managers and supervisors to enhance their ability to provide social support to their employees. Organisations can also encourage a positive and supportive workplace culture to foster an environment that promotes employee engagement, motivation and performance.

The results of this study enrich the literature on PM practices–firm financial performance by conceptualising supervisor and co-worker support as mechanisms through which this relationship occurs. By so doing, the authors clarify how PM practices affect firm financial performance.

The purpose of this article attempts to portray the unique and complex role of library middle managers. This important and influential position can be a proving ground for new and old managers as libraries continue to evolve, adjust policies, introduce new services and meet the needs of their users. Circulation managers as influential middle managers are realistically depicted as busy, overwhelmed and isolated, but welcome the opportunity to provide leadership and enhance their professional development.

This viewpoint is solely based on the author's varied experiences and personal reflections as a circulation department head providing leadership alongside colleagues in a busy academic library.

Department heads as managers of circulation departments are pivotal positions in every library. Circulation heads performing as middle managers are responsible for a full range of administrative, managerial and organizational services. Circulation heads are well positioned as change agents simultaneously directing frontline staff members, policies and services while providing valuable insight to library administration. Yet, circulation managers experiencing constantly evolving responsibilities, are too often found to be caught in the middle negotiating inconsistencies. Successful circulation managers require an eclectic mix of essential skills initiating and deploying change, defining success, dealing with people, actively participating in professional development and providing leadership.

The study and research of library middle managers in public and academic libraries is practically nonexistent. As libraries increasingly create, adjust and reinvent library services, spaces and visions due to increasing digitization, in response to emerging online environments and new service models – middle managers and circulation librarians are excellent and proven pivots to negotiate and successfully implement this change.

As a crafted article written by a former head of a circulation department every staff member, student and librarian serving in access/borrowing/circulation departments should consult this article as required reading.

The voices of library middle managers are too often muted, not valued and rarely celebrated. This viewpoint article written in a conversational voice depicts circulation librarians as middle managers that bring value to all libraries and should be heard.

This paper depicts the opportunities and challenges faced by, as well as the skills and competencies required by librarians serving as circulation departments heads.

Exercises are key components of assessment centers (ACs). However, little is known about the nature and determinants of AC exercise performance. The traditional exercise paradigm primarily emphasizes the need to simulate task, social, and organizational demands in AC exercises. This chapter draws on trait activation theory in proposing a new AC exercise paradigm. First, we develop a theoretical framework that addresses the complexity of situational characteristics of AC exercises as determinants of AC performance. Second, we argue for planting multiple stimuli within exercises as a structured means of eliciting candidate behavior. Third, we show how the new paradigm also has key insights for the rating part of ACs, namely, in selecting dimensions, designing behavioral checklists, screening assessors, and training assessors. Finally, the impact of this new AC exercise paradigm is anticipated on important AC outcomes such as reliability, internal/external construct-related validity, criterion-related validity, assessee perceptions, and feedback effectiveness.

The purpose of this paper is to explore primary school children’s beliefs towards eating fruit and vegetables in a deprived area in England.

Semi-structured interviews were conducted with 11 children aged 9-11 from an after school club at a primary school in a deprived area in the West Midlands. Interviews were analysed using inductive thematic analysis.

Six master themes emerged from the data: “effect on the senses”, “feelings about food”, “healthy vs unhealthy foods”, “effects on health”, “convenience” and “family and friends”. Analysis showed that children seemed to have a very good awareness of the health benefits of eating fruit and vegetables. However, negative beliefs were associated with sensory perceptions (such as taste, texture, appearance and aroma), availability, and the competing desirability of other, unhealthy foods. Also, although parents were key influences, siblings and friends were often perceived as negative influences and would tease children about eating fruit and vegetables.

Suggestions for interventions include increasing the appeal and availability of pre-prepared fruits and vegetables in both home and school environments. Additionally, an approach to eating more fruit and vegetables which focusses on siblings and friends is advocated as these groups appear to play a key role in terms of promoting the consumption of these foods.

This study is novel as it uses individual interviews to explore primary school children’s attitudes towards fruit and vegetable consumption in a deprived area in England. By focussing on the specific behaviours of fruit and vegetable consumption, the findings aid the development of interventions that are designed to improve children’s healthy eating behaviour.

Entrepreneurship is an emerging and evolving field of inquiry. Entrepreneurship research has been expanding its boundaries by exploring and developing explanations and predictions of entrepreneurship phenomena in terms of events such as innovation, new venture creation and growth as well as characteristics of individual entrepreneurs and entrepreneurial organizations. The largest institutionalized community of entrepreneurship scholars – the Entrepreneurship Division of the Academy of Management – has developed an entrepreneurship specific domain that incorporates the creation and management of new businesses, small businesses and family businesses, and the characteristics and special problems of entrepreneurs; it has further identified major topics such as new venture ideas and strategies, ecological influences on venture creation and demise, the acquisition and management of venture capital and venture teams, self-employment, the owner-manager, management succession, corporate venturing, and the relationship between entrepreneurship and economic development. One growing entrepreneurship research sub-field is corporate entrepreneurship (intrapreneurship), i.e. entrepreneurship in existing organizations. Emerging in the past two decades, the initial research in corporate entrepreneurship focused on new business venturing, i.e. the formation of new ventures by existing organizations, mostly corporations, and the focus on the entrepreneurial individual inside a corporation – this focus was then extended to include entrepreneurial characteristics at the organizational level. Corporate entrepreneurship research has evolved into three focal areas. The first area of focus is on the individual intrapreneur (Jennings, Cox & Cooper, 1994; Jones & Butler, 1992; Knight, 1989; Lessem, 1988; Luchsinger & Bagby, 1987; McKinney & McKinney, 1989; Pinchot, 1985; Ross, 1987; Souder, 1981), mainly emphasizing the intrapreneur’s individual characteristics. The recognition and support of entrepreneurs in organizations is also a part of this focal area. The second area of focus has been on the formation of new corporate ventures (Burgelman, 1985; Carrier, 1994; Cooper, 1981; Fast & Pratt, 1981; Hisrich & Peters, 1984; Hlavacek & Thompson, 1973; Krueger & Brazeal, 1994; MacMillan, Block & Narasimha, 1984; Szypersky & Klandt, 1984; Vesper, 1990); this area’s primary emphasis is on the different of types of new ventures, their fit with the corporation, and their enabling corporate internal environment. The third area of focus is on the entrepreneurial organization (Burgelman, 1983; Drucker, 1985; Duncan et al., 1988; Hanan, 1976; Kanter, 1984; Kuratko et al., 1993; Merrifield, 1993; Muzyka, de Konning & Churchill, 1995; Pinchot, 1985; Quinn, 1979; Rule & Irwin, 1988; Schollhammer, 1981; Stevenson & Jarillo, 1990; Stopford & Baden-Fuller, 1994), which mainly emphasizes the characteristics of these organizations.

The purpose of this paper is to show how the content of a firm's culture, carefully developed by top managers, can create effective employee experiences and how this exemplary case of strategic culture shaping relate to various academic insights on intangible social or collaborative capital.

Inductive case study (of a large American convention hotel), highlighting the strategic crafting of a service‐firm culture, both descriptively (in terms of what took place) and analytically (in terms of various OB‐literatures).

Describes how organizational culture can be part of strategizing in terms of aligning cultural expressions regarding various employees' practices, including continuous organizational improvement. Analyzes and integrates various extant culture insights on service cultures and culture strength.

Insights are applicable to a wide variety of work settings beyond the hospitality and service sectors; it expands the view of organizational culture to the broader and more complex, strategic issue of how organizations can craft or amend cultures that fit their missions.

One may learn from this case (including the authors' reflections), how to put a well‐articulated service mission into operational practice: through taking a particular, desired culture quite seriously when creating employee experiences, so that they are effectively focused on that mission.

The paper illustrates specific tactics for implementing culture plus the value of developing a strategic approach to creating a particular culture. It offers a template of crafting a culture, based on the strategic pairing of managerial mission with action (or employee and client experiences). Strategizing with culture, also referred to as firm‐cultural content shaping, is meant for researchers and practitioners seeking to help develop a mission‐focused organizational culture.

To demonstrate the significance ensuring the clarity and alignment of purpose to the achievement of organisation goals.

Through experience of working within a number of organisations across varied industries the author has formulated a link between the extent to which interpretation of organisation purpose is aligned within functional and individual objectives and the achievement of organisational goals. This paper intends to provide a series of checks and a framework of audit that ensures that an organisation can consider the extent of consistency and inform management of the potential for improvement.

The consideration that a consistent interpretation and deployment of organisation purpose can serve as a catalyst of well‐implemented change and achievement of intent. The extent of potential negative impact and the potential sources of disengagement can be identified through investigation of ten questions. The potential to address issues from within a considered framework of review will enable improved consistency and application.

Improved approaches to the monitoring of aligned and integrated business unit, functional, team and individual objectives will provide a greater potential for organisation initiative success.

The structured review of the extent of alignment and integration will provide valuable information on the potential success of strategic initiatives, operational improvement projects and organisation vision. It is valuable to heads of HR, Learning and Development, executive, senior and middle management involved in change and the achievement of strategy and vision.

Advance notice of Aslib's 50th anniversary conference in Cambridge this September outlines four main sessions on these topics: Publication today and tomorrow—national and international publishing in relation to the dissemination of information in all disciplines: compiling and presenting information for maximum impact: access to information, resources of the uk: access to information—international co‐operation for foreign resources. This is a most welcome continuation of the policy set at Bath last year, whereby every delegate can find interest in the academic content of the conference. Jargon should be at a minimum.