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Globally, jurisdictions have made several attempts to eliminate and minimize discrimination in employment. These include moral suasion, social justice arguments, business case arguments, and legislative enactments. Whilst the former has had limited success, the passage of legislation has proved instrumental, not only in containing the perpetration of discrimination based on protected grounds but also in increasing awareness of the disadvantages which result from the disparate treatment meted out to persons as a result of their immutable characteristics. Disabilities are one such grounds. Where legislation exists, it typically prohibits disparate treatment in relation to persons with disabilities in the areas of employment, education, and the provision of goods and services. This chapter analyses a sample of discrimination cases, with claimants who have alleged discrimination based on their diagnosis of autism or a related disorder within the autism spectrum. These cases are within the United Kingdom and have been decided by Employment Tribunals in England. The cases and decisions are held at the office of the Employment Tribunal Service in Suffolk and are accessible via their online repository. The sample of Tribunal cases presented here relate to various employment practices within British workplaces.

Ageing demographics are impacting employers around the world and, for many organisations, there are strong business reasons to develop strategies for managing the age profiles of their workplaces. Societal ageing is not necessarily bad news for business: older workers can be a valuable resource for employers in terms of skills, in-house knowledge and flexibility. Further, as populations age, businesses are delivering goods and services to an ageing market, and older workers can be a valuable resource. While ageing demographics can provide opportunities for the business community, there are significant challenges facing employers. For example, balancing the career interests and expectations of older and younger workers will necessitate new approaches to workforce planning, performance management and team building. As skilled workers become more scarce, employers need to also find ways to make better use of the talents and capabilities of older unemployed people. This chapter is written by representatives of employer networks in Europe and Asia. We discuss innovative approaches to age diversity of organisations on both continents. These include approaches to phased retirement, lifelong learning, flexible retirement and mentoring. In the final section, we suggest a research agenda which will generate practical knowledge for businesses which want to better manage workplace ageing. A business-focused research agenda includes improving the understanding of generations in the East and West, the intersection of age and other forms of diversity, lifelong learning, joblessness and providing the business case for businesses of different forms.

The purpose of this chapter is to provide an overview of SIEs’ career development through international assignment. In particular, the research focus is on career capital acquirement and development of SIEs through their international assignment in China.

We review studies on SIEs and comparative studies between SIEs and OEs. We apply the career capital theory to discuss SIEs’ career capital development in terms of knowing-how, knowing-why and knowing-whom through expatriation assignment in China.

This chapter focuses on SIEs’ career capital accumulation through international assignments in China, and we develop three propositions that will guide future studies: the knowing-whom career capital development of SIEs through expatriation is increased more in network quantity than network quality in China; the knowing-why career capital development of SIEs through expatriation is influenced by the age and career stage of SIEs; and the knowing-how career capital development of SIEs through expatriation — task-related skills and local engagement skills — is influenced by the SIE’s intercultural ability and organization support respectively.

In practice, a better understanding of SIEs’ career capital development in terms of knowing-how, knowing-why and knowing-whom help companies make the decision to select the relevant staffing pattern. This study also has practical implications in relation to the design and selection of the training, learning and development activities provided to the employees.

The chapter contributes to the expatriate management literature by focusing on SIEs’ career development through their international assignment in China. SIEs’ career development is related to their cross-cultural adjustment and has impacts on the completion and success of the expatriation assignment.

This collaborative effort aims to reduce international teacher attrition. Findings from the data are meant to be shared with principals to reduce the number of international teachers leaving teaching. The study revolves around three important research questions: What challenges do international teachers encounter and how do they meet them? What individual strengths help international teachers develop resilience in the transition process? and What support mechanisms help international teachers develop resilience in the adaptation process? The chapter ends with recommendations and implications for school leaders as they create conditions that will help retain new teachers.