No matter how well‐defined and specialized may be the field of a particular library it is only natural for the users of the library to ask for information on a variety of topics…
Abstract
No matter how well‐defined and specialized may be the field of a particular library it is only natural for the users of the library to ask for information on a variety of topics far removed from the main subject interest. It is therefore necessary for a part of the book fund to be set aside for these general purchases; Whitaker's Almanack is an obvious example. As this can be a cosdy business it may be of interest for special librarians to hear of some useful publications which come from highly reputable sources and yet are available free or at little cost. Addresses to which requests for these publications should be sent are given in an appendix.
I HAVE sometimes been asked whether I am conscious, as the present editor of THE LIBRARY WORLD, of the spirit and influence of its founder, James Duff Brown, and of his editorial…
Abstract
I HAVE sometimes been asked whether I am conscious, as the present editor of THE LIBRARY WORLD, of the spirit and influence of its founder, James Duff Brown, and of his editorial successors, who included J. D. Stewart and W. C. Berwick Sayers. The answer is that of course I am—how could it be otherwise?
Library and Information Services within the Organisation It is quite possible for some managers to be unaware of the extent or even the existence of a library or information…
Abstract
Library and Information Services within the Organisation It is quite possible for some managers to be unaware of the extent or even the existence of a library or information service within their organisation. This has become evident more than once at the beginning of both MBA and management development programmes where participants from the same organisation have been discussing access to information with the tutor. Manager “A” might know about the company library, being an occasional or frequent user; Manager “B” knows that there is a library but knows nothing of its services or its collection; Manager “C” is surprised to hear that there is a library. Arguably, managers within certain functions, notably marketing, are more likely than others to seek out and use information services within the organisation as they need more information concerning the “external environment”. Nonetheless during these discussions managers from all functions have expressed an interest in the available information services when they are told of their existence. At the end of the sessions, when they have been introduced to the management literature, there is often a determination not only to use the organisation's own library but to take an active part in selecting and requesting information sources.
The primary intention of this research paper is to systemically identify and discuss the longitudinal embedding of the nature of the changing role of first‐tier managers (FTMs) �…
Abstract
Purpose
The primary intention of this research paper is to systemically identify and discuss the longitudinal embedding of the nature of the changing role of first‐tier managers (FTMs) – drawing particular attention to the trends, typical characteristics and complexities associated with their role.
Design/methodology/approach
The paper carried out a literature survey using a long‐cycle approach – a systemic and in‐depth survey of the literature from the early Industrial Revolution era to the twenty‐first century in order to pin‐point the main phases of the transition of the FTM's people management role. The author's four‐factor framework for decision making vis‐à‐vis the role of FTMs was used to trace whether the characteristics and issues linked with the role today are typical of those associated with the role in the past, and the degree to which lessons have been learned.
Findings
Importantly, the long‐cycle analysis revealed that the FTM's role has been through three core phases from the early industrial revolution era, and is currently in the fourth phase. That is, the manager‐in‐charge, the manager‐in‐the‐middle, the manager‐on‐the‐margin and the manager‐in‐charge‐plus. Whilst drawing attention to the complexities associated with the evolution process, the cycle shows that it is possible to conceptualise each phase and identify the key factors linked to the FTM's changing role successively. This drew attention to the fact that the success or failure of this role can be determined by five key factors, which characterise it – definition of the role, training/development of FTMs, perception/attitude of the primary stakeholders of the role (including FTMs), broader organisational support of FTMs (whether lacking or present), and their performance/performance management. Furthermore, the findings showed that, if these key factors are not considered from an in‐depth historical perspective, the FTM's people management role will remain a major organisational dilemma.
Research limitations/implications
The literature survey was quite general, although the literature on the manufacturing industry and the UK are the main focus.
Originality/value
The paper establishes the trends in the management of FTMs and their people management role using a long‐cycle approach. To date, few integrated studies on people management devolution to FTMs have been undertaken that seek to identify the key phases of the transition and the complexities associated with the evolution of the role during these times. Therefore, the paper addresses the imbalance by reflecting on the nature of the FTM's people management role over a long period, and developing a conceptual framework for pin‐pointing and analysing the problems faced in managing FTMs strategically.
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The intention of this research paper is to shed light on the key factors influencing the human resource management (HRM) performance of first tier managers (FTMs), and the vital…
Abstract
Purpose
The intention of this research paper is to shed light on the key factors influencing the human resource management (HRM) performance of first tier managers (FTMs), and the vital importance that a holistic strategic framework can have in this regard.
Design/methodology/approach
The research paper uses an up‐to‐date historical approach and, additionally, draws on detailed case study evidence from an aerospace manufacturing/engineering company via manually and electronically analysed in‐depth semi‐structured interview and company documentation.
Findings
The case study findings reveal that the FTM's HRM performance is greatly influenced by a group of four key factors, and their interrelationships.
Research limitations/implications
The literature survey was mainly industry‐specific (manufacturing), and the sample was restricted to one sector (aerospace), as well as one case study organisation. Furthermore, the views of FTMs' staff are not directly represented.
Originality/value
The FTMs' HRM role shows no signs of abating; in addition, questions regarding their performance of this role have increasingly emerged. This has become more evident as organisations have continued to expand the FTMs' role by devolving greater HRM responsibilities to them, and their performance of the role demonstrates that many FTMs are ill equipped to perform their HRM duties to the required standard. However, the vital importance that a holistic strategic framework (which encompasses the four key factors influencing their performance) can have on their performance of this role is not acknowledged. The present research paper, gives an empirical example of a case study, and therefore provides a springboard to address the weakness in the literature.
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Emmanouil Platanakis and Charles Sutcliffe
Although tax relief on pensions is a controversial area of government expenditure, this is the first study of the tax effects for a real-world defined benefit pension scheme…
Abstract
Although tax relief on pensions is a controversial area of government expenditure, this is the first study of the tax effects for a real-world defined benefit pension scheme. First, we estimate the tax and national insurance contribution (NIC) effects of the scheme's change from final salary to career average revalued earnings (CARE) in 2011 on the gross and net wealth of the sponsor, government, and 16 age cohorts of members, deferred pensioners, and pensioners. Second, we measure the size of the twelve income tax and NIC payments and reliefs for new members and the sponsor, before and after the rule changes. We find the total subsidy split is roughly 40% income tax subsidy and 60% NIC subsidy. If lower tax rates in retirement and the risk premium effect of the exempt-exempt-taxed (EET) system are not viewed as a tax subsidy, the tax subsidy to members largely disappears. Any remaining subsidy drops, as a proportion of pension benefits, for high earners, as does that for NICs.
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Arup Kumar Baksi and Subhashree Sanyal
Intangible cultural heritage (ICH) can be a valuable tourism asset for both government and local communities. Due to the fragmented nature of ICH data, it becomes difficult for…
Abstract
Intangible cultural heritage (ICH) can be a valuable tourism asset for both government and local communities. Due to the fragmented nature of ICH data, it becomes difficult for the researchers to comprehend its impact on the psychology of the interacting tourists. Prior research has shown that traditional crafts and craftsmanship as ICH could be used to promote a place. However, ICH has scarcely been considered as a place branding element. The study apprehends that branding places with ICH will not only upscale the place in terms of ethno-cultural significance but also will integrate the visiting population with the ICH and thereby ensure knowledge propagation and preservation and reinforce the cultural roots. The study proposes a reflective brand model in the context of ICH of Natungram, a village known for its legacy of craftsmanship of wooden dolls. The study used crossover analysis framework (CAF), as a part of causal mixed-method research design, to inquire into the complex psyche of the tourists while interacting with the ICH and the artisans at Natungram. Three distinct brand elements were identified through a qualitative thematic content analysis, namely subjective vitality, authentic experience, and experiential quality. The brand model was tested for its impact on the behavioral pattern of the tourists by using appropriate quantitative method. The results confirmed both direct and partially mediated effects of the brand elements on the tourist behavior. In future, the model could be extrapolated spatiotemporally for places of ICH significance.
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Having noted the importance of small‐ and medium‐sized enterprises (SMEs) in Europe, this paper describes the derivation of a competence list for the development of Euromanagement…
Abstract
Having noted the importance of small‐ and medium‐sized enterprises (SMEs) in Europe, this paper describes the derivation of a competence list for the development of Euromanagement in SMEs. The potential of the model is illustrated with reference to two small scale surveys, one in Bradford, UK and the other in the Rhône‐Alpes region of France.
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Adrian Wilkinson, Mick Marchington, Barrie Dale and Graham Godfrey
In this paper we describe the context for the three year project “Quality and the Human Resource Dimension” funded by the Engineering and Physical Sciences Research Council.