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Using a series of interviews with top executives conducted between October 1992 and April 1993 in 24 large British companies, discusses the way that top executive pay is determined. Finds that there are well ordered practices and procedures in place. These are analysed from the perspective of the recommendations of the Cadbury Committee report. The analysis highlights the key role played by non‐executive directors in the process and underscores the importance of the nominations process by which non‐executives are selected. This is also the area where the greatest revision in current practice seems to be required.

Using data from the Social Change and Economic Life Initiative, an attempt is made to gauge the extent of gender differences in wages that are due to discrimination. Allowance is made for gender differences in occupational attainment. It is estimated that discrimination in the range of 11 to 24 per cent of female wages can be found.

Defendant offers into court is common procedural device aimed at increasing the probability that pre‐trial negotiations will lead to out of court settlement. Both in the UK following the Woolf Report and the Cullen Report and in the USA, the idea of extending the arrangement to plaintiff offers into court has been suggested. This paper presents an extension of the theoretical work by Chung on defendant offers into court under the US rule to cover the English rule and to extend to two‐way offers into court. It also reports on experiments conducted to measure the effect of moving to two‐way offers into court. The results suggest no impact on the propensity to settle and a statistically significant but empirically modest movement of settlement in favour of the plaintiff.

In the context of the growing feminisation of membership in Canadian labour unions, this study examines the relationship between gender and multiple dimensions of worker commitment to the union organisation. Based upon survey responses from 223 female and 222 male union members in Saskatchewan, the results reveal no gender differences with regard to expressed levels of union “loyalty” and “responsibility to the union”. However, a small but significantly lower level of “willingness to work for the union” was expressed by female union members. In comparative analyses of males and females, the results are generally supportive of greater commonality than differences in the correlates of union commitment for men and women.

Analysis of management compensation has focused on the principal — agent problem. We address the problem confronting owners who must choose a manager without knowing the productivity of individual managers. We find performance contingent contracts may result in a separating equilibrium in which high productivity managers accept contracts low productivity managers find unacceptable.

CEOs' compensation has received a great deal of attention in recent years. Some criticised that CEOs' compensation is not responsive to their performance, because some CEOs still received the same or more compensation even if their companies incurred losses. Others complained that the compensation received by some of the CEOs was so astronomical that it can not be justified with any rational explanations. Many also maintained that some CEOs do not care about employees' wellbeing and shareholders' interest in the determination of their compensation in view of the facts that many workers received pay cuts or declining compensation in real terms and are laid off in the re‐structuring of organisations in order for firms to become more competitive domestically and worldwide.

Presents a special issue, enlisting the help of the author’s students and colleagues, focusing on age, sex, colour and disability discrimination in America. Breaks the evidence down into manageable chunks, covering: age discrimination in the workplace; discrimination against African‐Americans; sex discrimination in the workplace; same sex sexual harassment; how to investigate and prove disability discrimination; sexual harassment in the military; when the main US job‐discrimination law applies to small companies; how to investigate and prove racial discrimination; developments concerning race discrimination in the workplace; developments concerning the Equal Pay Act; developments concerning discrimination against workers with HIV or AIDS; developments concerning discrimination based on refusal of family care leave; developments concerning discrimination against gay or lesbian employees; developments concerning discrimination based on colour; how to investigate and prove discrimination concerning based on colour; developments concerning the Equal Pay Act; using statistics in employment discrimination cases; race discrimination in the workplace; developments concerning gender discrimination in the workplace; discrimination in Japanese organizations in America; discrimination in the entertainment industry; discrimination in the utility industry; understanding and effectively managing national origin discrimination; how to investigate and prove hiring discrimination based on colour; and, finally, how to investigate sexual harassment in the workplace.

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.

When in‐plant and college‐based courses are run for supervisors and managers, it is conventional to use a U‐shaped seating arrangement in the training room to promote participation and discussion. However, at each class session, people will tend to sit with the same companions habitually, which may be more comfortable, but less productive than if they sat with different people each time.

The purpose of this paper is to present the self-described “journey” of a person with dementia (Brian; author 3) in his re-learning of old technologies and learning of new ones and the impact this had on his life.

This is a single case study detailing the participant's experiences collaborating with a researcher to co-create methods of facilitating this learning process, which he documented in the form of an online blog and diary entries. These were analysed using NVivo to reveal the key themes.

Brian was able to relearn previously used technologies and learn two new ones. This lead to an overarching theme of positive outlook on life supported by person-centredness, identity and technology, which challenged negative perceptions about dementia.

The paper provides an example of how learning and technology improved the life of one person with dementia. By sharing the approach the authors hope to encourage others to embrace the challenge of designing and developing innovative solutions for people with a dementia diagnosis by leveraging both current mainstream technology and creating novel bespoke interventions for dementia.

The personal perspective of a person with dementia and his experiences of (re-) learning provide a unique insight into the impact of technology on his life.