Anna MacVicar and Gillian Brown
A management issue that is common in organizations today is how to keepon improving the quality of their products and services and ensure thatthere is a credible and creditable…
Abstract
A management issue that is common in organizations today is how to keep on improving the quality of their products and services and ensure that there is a credible and creditable commitment to outstanding customer service within each member of staff, guaranteeing that customers are satisfied. Which systematic approach should organizations take? Compares and contrasts BS 5750 with the Investors in People Award (IIP), provides a case study example, and offers some conclusions.
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Anna MacVicar, Margaret Graham, Susan Ogden and Bernadette Scott
Both employers and employees may seek flexible employment patterns, but for different reasons – employees for lifestyle reasons and employers for financial and business…
Abstract
Both employers and employees may seek flexible employment patterns, but for different reasons – employees for lifestyle reasons and employers for financial and business imperatives. This paper focuses on the first of these issues, summarising the results of a comparative case study analysis of female work roles and participation in flexible working arrangements in three contrasting leisure providers. The research findings suggest that gender role segregation existing in generic, non‐leisure specific jobs – such as reception – may be constraining equal opportunities for women more than lack of family‐friendly (or flexible) employment policies.
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Gill Maxwell, Laura Rankine, Sheena Bell and Anna MacVicar
The aim of this article is to investigate the incidence and impact of FWAs in smaller businesses in Scotland, as an integral part of a recent European Social Fund project. From…
Abstract
Purpose
The aim of this article is to investigate the incidence and impact of FWAs in smaller businesses in Scotland, as an integral part of a recent European Social Fund project. From theoretical perspectives it discusses the influences on, and impacts of, flexible working arrangements. The focus is then placed on the smaller business sector as regards its distinctive features and flexible working arrangements.
Design/methodology/approach
The papers presents the findings from empirical work comprising a large‐scale survey of, and series of interviews with, owner‐managers of smaller businesses in Scotland.
Findings
Part‐time work, time off in lieu, staggered working hours and shift swapping are the main types of flexible work in smaller businesses. In many incidences flexible working arrangements are requested by employees, operated informally, and centred on the business needs. There is significant scope for greater uptake of flexible working arrangements in smaller businesses, especially in services sector businesses. Positive impacts of flexible work arrangements in recruitment and retention, enhanced employee relations, commitment and loyalty are found, together with disadvantages of operational problems and administrative burdens. It is proposed that the gap between the potential for, and current practice in, flexible working arrangements may be narrowed by targeting information and guidance on such arrangements specifically to the owner‐managers of smaller businesses.
Originality/value
The literature on flexible working mainly concentrates on large organisations. With the growing economic importance and distinguishing features of the smaller business sector in the UK, there is a need to focus as much on this sector as large organisations.
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Kirsty Vaughan and Anna MacVicar
E‐learning is a global phenomenon and is central to many industries as an additional method of training that complements more traditional methods of learning. In this paper, the…
Abstract
E‐learning is a global phenomenon and is central to many industries as an additional method of training that complements more traditional methods of learning. In this paper, the practice of a blended approach adopted by an anonymised large multinational banking organisation is presented as a case study. E‐learning is in its infancy within this organisation with pilots taking place in their overseas branches. However, questions arise as to whether adopting overseas implementation approaches will work in their UK branches. Are the implementation/change management approaches compatible with the UK culture and technology infrastructure? This paper investigates the implementation of e‐learning by this particular company, including the pre‐implementation attitudes and perceptions of employees. The findings are discussed together with the implications for research and practice.
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THIS month usually sees the estimates adopted that must govern public library spending for the year to come. It is likely to be a testing time for many librarians and we look…
Abstract
THIS month usually sees the estimates adopted that must govern public library spending for the year to come. It is likely to be a testing time for many librarians and we look forward with much interest to their experiences this year. The international rearmament programme, which authority has told us will not radically change our economic position, must have its repercussions on all municipal activities; expansion, so badly needed and so often deferred, is not likely to come immediately. However, as we remarked last month, dismal prophecies have so often been confounded by the subsequent facts that we hope 1951 will not be an exception. The defence programme may have some Staff effects, especially if the Z reserves are called again to the Colours. There is much that we may hope and much we should plan for in the months immediately ahead.
WE look before and after at the beginning of 1951. The three cardinal dates in the history of the public library movement—which is only the larger part of the national library…
Abstract
WE look before and after at the beginning of 1951. The three cardinal dates in the history of the public library movement—which is only the larger part of the national library service—were 1850 which saw the legal origin of the movement; 1919 when it was set free from the enforced poverty of sixty‐nine years, and 1950 when it reached what until today was its veritable apotheosis. General recognition, such as authority from the Crown to the humblest journal gave to public libraries, was something undreamed of not more than thirty years ago. Perhaps, now that some of the splendour of the commemoration has taken more sober colours, it is well to consider what was gained by it. First, the recognition is there and can scarcely be belittled by anyone hereafter; we stand on a somewhat different platform now. We have the extremely valued recognition of our colleagues from libraries overseas. From these advantages all libraries and not only public libraries will in their own way profit.