Gillian A. Maxwell

13_2_30: Experiences, perceptions and expectations of retail employment for Generation Y

Purpose – The purpose of this paper is to examine Generation Y, potential graduate entrants to UK retailing, in respect of their job experiences, career perceptions and initial employment expectations.Design/methodology/approach – Utilising qualitative research methods, an exploratory study was undertaken with 33 students (all of whom fell into the category of Generation Y) from two UK universities.Findings – The study found that many of the propositions contained within the Generation Y literature were reflected among participants in relation to their future career and lifestyle aspirations. This points to the need for retailers to carefully manage graduate expectations and experiences to ensure commitment to the sector.Research limitations/implications – Being an exploratory study, the results are not genralisable to the wider population. The findings frame a future longitudinal study on the retail careers of Generation Y graduates as they move from the anticipation to the encounter stage of their caree...

Edging towards managing diversity in practice

Analyses the notion and value of managing diversity to establish its current theoretical positioning and potential organisational significance. Focuses on a recent case study examination of equality at work in a major, national public sector organisation. Affords an insight into an organisational shift towards managing diversity, through the lens of key organisational stakeholders. Within this case, proposes three emergent practical implications of managing diversity which may have resonance for other public sector organisations.

Line managers’ views on adopting human resource roles: the case of Hilton (UK) hotels

Purpose – The purpose of this paper is to explore different levels of line manager perspectives, namely strategic and first‐line on their role in human resource management (HRM) and human resource development (HRD), and to identify enablers of and barriers to devolving HR to line managers.Design/methodology/approach – Using a deductive approach, case study data was collected from 76 hotels, owned by Hilton UK, via self‐administered questionnaires to strategic and first‐line managers. Descriptive statistics were used to analyse the quantitative results, prior to significance tests being conducted in SPSS to identify differences in means based on managerial positions.Findings – A number of points of divergence in opinions are revealed, implying that there is potential for the case organisation to secure greater engagement of its first‐line managers in HR roles. Reducing the workloads and short‐term job pressures of these managers, together with capitalising on the good relations with the hotel HR specialist...

Managing diversity in the hotel sector: the emergence of a service quality opportunity

Interest in managing diversity has grown in recent years. From origins in the USA, and initial interest in the idea and ideals of managing diversity, the focus of current attention in managing diversity tends to be on its organisational implications and benefits. This article discusses the concept of managing diversity in relation to service quality, a critical goal and priority for all hospitality organisations. It examines the practicalities and potential of managing diversity. Reference is made to case study analyses of UK hotel chains which indicates that, in this sector, approaches to managing diversity are reasonably well developed and are closely linked to enhanced service quality.

Organisational commitment: a study of managers in hotels

In the demanding hotel industry, securing organisational commitment among managers can potentially offer dividends in performance. There is, however, limited evidence to suggest that organisations are aware of how they might encourage such commitment. This article aims to develop understanding of organisational commitment among managers in hotels. It explores key facets of commitment from theoretical and practical perspectives. The exploration is based on defining commitment, discussing its main antecedents and outcomes, and then on reporting on a recent study of commitment among managers in large hotels.

Minority report: Taking the initiative in managing diversity at BBC Scotland

Academic interest in managing diversity is now developing from conceptual analyses to practical examples. However, the conceptual relationship between managing diversity and equal opportunities remains rather blurred. Perhaps investigation of managing diversity in practice may help bring greater focus to the relationship. This article seeks to bring further insight into the debate on managing diversity in terms of its link with equal opportunities and key dimensions in practice. On the basis of consideration of theoretical perspectives and dimensions of managing diversity, a practical development of managing diversity is discussed in a longitudinal case study of a proactive diversity initiative in BBC Scotland.

Customer Service in UK call centres:: organisational perspectives and employee perceptions

Abstract The 1990s have witnessed a dramatic rise in consumer demand for, and hence provision of, call centres in the UK. Central to the success of call centres is customer service. Although there exists an ever-expanding tranche of literature on call centres and customer service, it primarily focuses on aspects of their functionality. In contrast, this article encompasses analysis of organisational perspectives and employee perceptions in its review of the contemporary nature of customer service in UK call centres. Drawing from recent, exploratory research, the article asserts that, in general, there is significant potential for improving customer service and satisfaction through the medium of more sophisticated employee management practices.

Hotel general management: views from above the glass ceiling.

Looks at the principal causes and consequences of the promotion to what can no longer be viewed as a complete vacuum: women in positions of general management. Focuses on the views of four female general managers in different international hotel groups. From an analysis of their experience and views concludes that potential for women holders of these senior positions is significant, though the industry appears unwilling to make specific “concessions” to use this largely latent labour resource.

Work – life balance: Exploring the connections between levels of influence in the UK public sector

Over the last few years, the issue of work – life balance (WLB) has been receiving increasing attention in the UK. Public management in the UK has been active in progressing policies and practices in the WLB arena. However, while the growing amount of support and research in the area can contribute to the development of WLB, it has been suggested that there is often a lack of ‘connection’ between the inherent issues on the macro, organizational and individual levels. This article explores connections between macro, organizational and individual levels of WLB policy and practice. It does so through recent research based on seven case studies – five in the public sector and two in the voluntary sector. From the experience of the case organizations, it is evident that the connections between macro, organizational and individual levels are critical.

Senior managers' perceptions of the practice of human resource management

Purpose – The purpose of the paper is to investigate the perceptions of senior managers in companies in the Sunday Times list of UK best employers on the practice of HRM in their organisations.Design/methodology/approach – The approach taken was to conduct semi‐structured interviews with senior line and HR directors/ managers.Findings – In the organisations investigated, HRM is afforded high‐level organisational support at chief executive, if not always senior operational manager, level. It is generally recognised by senior managers as contributing to business effectiveness when it centres on business needs. It is integrated with business strategy processes at both strategic and operational levels. Indeed HRM is elemental to business strategic planning processes, which has the effect of reducing the potential gap between strategic rhetoric on HRM and practical implementation of HRM. Leadership and performance management are current HR policy priorities.Research limitations/implications – The generative pr...