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Employees need a sustainable career to prolong their working lives. The ability, motivation and opportunity to work form an important basis for sustainable careers across the lifespan. However, over the lifespan of their careers employees are likely to experience several career shocks (e.g. becoming chronically ill or being fired) which might result in unsustainable trajectories. This study aims to contribute to the literature on sustainable careers by unraveling the process through which careers shocks relate to career (un)sustainability and what role perceptions of human resource practices play in the process.

Thirty-three in-depth retrospective interviews with participants of 50 years and older were conducted and analyzed using a template analysis.

Results showed that career shocks influence career sustainability through a process of changes in demands or changes in resources, which in turn, relate to changes in person–job fit. When person-job–fit diminished, the ability, motivation and opportunity to continue working decreased, whereas when person–job fit improved, the ability, motivation and opportunity to continue working improved as well. Organizations appear to be able to diminish the negative consequences of career shocks by offering job resources such as HR practices in response to career shocks.

A limitation of this study is the retrospective nature of the interviews, which could have resulted in recollection bias.

This study gives HRM practitioners insight into the HR practices that are effective in overcoming career shocks.

This study extends existing literature by including career shocks as possible predictors of sustainable careers.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

This paper aims to explore how Human Resource Management (HRM) practices were adopted to implement and manage remote working during the COVID-19 pandemic and identify whether and how remote working would/should continue in the future, in a developing and a unique cultural set up in the Asian context.

The study was conducted using qualitative methodology with semi-structured, in-depth interviews with 26 Human Resource Professionals (HRPs) of different industries in Sri Lanka. The information was collected in two phases; at the initial stages of the pandemic during May–June 2020 and after one year and four months, in October–November 2021.

The findings explain the different HRM activities executed by HRPs, such as employee engagement activities, setting guidelines, employee support, performance management and training, to make remote working successful when it was implemented as an emergency and involuntary work arrangement with the advent of the COVID-19 pandemic in Sri Lanka. However, over time, the interest and interventions of HRPs appeared to have dwindled, and many companies are waiting to revert to on-site work when the pandemic situation settles. It appears that remote working will remain a transitory work arrangement to respond to crises or exceptional circumstances rather than a permanent work arrangement for many companies in Sri Lanka.

The study contributes to and expands the knowledge of HRM in managing remote working during and beyond the pandemic in a developing Asian country perspective and the suitability of remote working and HRM practices for specific national cultural contexts.

This article makes the case that the education community can learn from professional learning and innovation practices, collectively called “Working in the Open” (or “Working Open”), that have roots in the free/open source software (F/OSS) movement. These practices focus on values of transparency, collaboration and sharing within communities of experimentation. This paper aims to argues that Working Open offers a compelling approach to fostering distributed educational professional networks that focus on co-constructing new projects and best practices.

Insights presented here are based on three sources: expert perspectives on open source work practices gleaned through interviews and blog posts, a qualitative case analysis of a collaborative project enacted by a group of informal learning organizations within the Hive NYC Learning Network, a community of over 70 youth-facing organizations in New York City, as well as an overview of that network’s participation structures, and, finally, knowledge-building activities and discussions held within the Hive NYC community about the topic in situ. From these sources, the authors derived general principles to guide open work approaches.

The authors identify five practices deemed as central to Working Open: public storytelling and context setting, enabling community contribution, rapid prototyping “in the wild”, public reflection and documentation and, lastly, creating remixable work products. The authors describe these practices, show how they are enacted in situ, outline ways that Hive NYC stewards promote a Working Open organizational ecosystem and conclude with recommendations for utilizing a Working Open approach.

Drawing from the F/OSS movement, this article builds on standard practices of professional learning communities to provide an approach that focuses on pushing forward innovation and changes in practice as opposed to solely sharing reflections or observing practices.

This paper aims to explore the influence of flexible working on employee happiness and attitude, and the role of this within a high performance work system (HPWS).

A case study of flexible working within an NHS Acute Trust is presented. A qualitative study is undertaken based on 43 employee interviews across a range of directorates within the Trust.

Employees perceive that flexible working makes them “happy” and that there are attitudinal/behavioural links between this happiness, discretionary behaviour and a number of performance outcomes.

This paper presents a single case study with a relatively small sample which uses an inductive approach based on emergent data; it explores one element of a HPWS rather than an entire employment system. Respondents were volunteers, which raises the possibility of sample bias.

There may be a need for organisations to focus more on employee happiness to encourage performance. HR practitioners could reflect on the impact of HR practices on happiness and which features of a job role are likely to promote happiness.

This paper contributes a much‐needed employee perspective on the effect of HR practices, specifically that of flexible working, and explores the neglected employee attitude of happiness.

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).

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.

Inspired by a task-based approach, this study aims to investigate the transformability of digital nomadic workers’ information practices by capturing the related social and technical perspectives. It concentrates on conducting an exploration of the characteristics of nomadic work from two standpoints: mobile social practices adopted by nomadic workers in their unsteady work activities and the used technical approaches.

The paper provides a clear understanding and basic insights about nomadic working trends by interviewing 21 Omani digital nomads working in large organisations or small- and medium-sized enterprises, corporation workers, creative freelancers and workers who have a multi-functional set of competencies.

Although nomadic work is still in the early stages in Oman, the study results indicate that digital nomads are able to create transient work strategies that allow them to establish their own efficient workplaces. They also have the essential abilities to take advantage of technology to support their work achievement. The findings from such research could be used to develop general thinking among workers and organisations about the role of mobile work in improving work performance and investing in modern computing and information technology applications to facilitate successful remote working.

The study finding can help decision makers to address socio-technical matters by ensuring that cafes, airport lounges, public places and co-working spaces can meet the particular requirements of digital nomadic workers. Additionally, the study provides programmers with useful context on workers’ behaviour in relation to distance work, which could encourage them to develop new and local applications and potentially boost nomadic work.

There have been no empirical studies exist that cover key issues related to nomadic workers in the region. This study is the first attempt to provide primary indications that describe and define the nature of nomadic work in Oman by exploring the workers’ information practices in the nomadic environment. The study determines the information context of nomadic work, mainly focussing on how these dynamic contexts frame their information practices.

This paper aims to establish to what extent family-friendly practices and high-performance work practices are positively related to work–family balance and to identify the role played by job satisfaction and working hours as mediators of this relationship

We use data for a representative sample of almost 17,000 employees of dual-earner couples from European countries. To test the mediation mechanism implied by our hypotheses, we follow the procedure outlined in Baron and Kenny (1986). Given the nature of the dependent variables, ordered probit and regression models were estimated in the analysis.

The results show that, in general, family-friendly practices and high-performance work practices increase work–family balance and that these positive relationships are partially mediated by job satisfaction and working hours. While both family-friendly practices and high-performance work practices increase job satisfaction, only the first increase working hours. Moreover, job satisfaction increases work–family balance, while working hours reduces it. The net effect of these opposing forces on work–family balance is positive.

The use of secondary data posits some constraints, such as the type of measures and the failure to control for a higher number of family-friendly practices and high-performance work practices. Additionally, the non-longitudinal nature of the data set implies that some relationships cannot be considered causal in the intended direction.

Managers should implement family-friendly practices and high-performance work practices, as, in general, they increase work–family balance. A significant portion of this positive effect is channeled through job satisfaction and working hours.

The paper contributes to understanding the relationship between different subsets of human-resources management practices and work–family balance, proposing a model that aims to disentangle the mediating mechanisms through which this relationship occurs.

The purpose of this paper is to report on the findings of the first stage of a project seeking to improve interprofessional working between general practice and adult social care teams. It develops the current evidence base through findings from focus groups and reflects on the implications of the findings for interprofessional collaboration.

The project involved running seven focus groups with general practice staff and adult social work teams to explore their perceptions and understanding of each other.

The focus groups highlighted that the negative aspects of interprofessional working outweighed the positives. Negatives included perceptions of different value bases, a lack of knowledge about each others’ roles and responsibilities which resulted in resorting to stereotypes, poor interprofessional communication and a sense of an unspoken professional hierarchy with general practitioners (GPs) at the top leading preventing a culture of appropriate challenge.

The research has only been conducted with four GP practices and three social work teams that had expressed an interest in improving their interprofessional working. Therefore the findings may not be generalisable.

The case study suggests that there is a lack of effective interprofessional working between social care teams and general practice. With the current health and social care agenda focused on integration, this suggests there should be a greater focus on this area.

This paper illustrates that despite many years of policy makers promoting better integration, the quality of the interprofessional collaboration between social care teams and general practice remains poor.