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Examines the impact of level and gender on the learning of participants who attended a one‐ week leadership education programme. A total of 550 executives and managers from major private and public sector organizations participated in 14 residential seminars. Three‐month follow‐up questionnaire data were collected from 65 per cent of attendees. As predicted, significantly more learning was reported by executives than managers and by women executives than women managers. Uses a combination of social system and role theories to provide an understanding of the obtained level and gender findings. Offers implications for training and practice including the need for institutionally‐sponsored mentoring programmes linked with gender‐sensitive leadership training.

Discrimination matters Volume 22 Number 2 of Health Manpower Management contains an article with this title by Catherine M. Prest, which outlines the changes in legal restrictions on the eligibility of dismissed employees to pursue unfair dismissal claims. Includes a discussion of recent decisions in this area and assesses the impact of these decisions on personnel practice and disciplinary procedures.

Women's Progression at Work Volume 25 Number 5 of Personnel Review includes an article by Catherine Cassell entitled “A fatal attraction? Strategic HRM and the business case for women's progression at work.” Critically assesses the underpinnings and implications of the business case for the progression of women at work. Fundamentally linked to the principles of strategic HRM, the business case focuses on the business benefits that employers accrue through making the most of the skills and potential of women employees. Presents a cautiously critical analysis of the claim that the position of women at work can be furthered through a business case. Drawing on recent writings on women at work, plus case study data from the authors own research, argues that the emergence and popularity of the business case has moved the discussion about the position of women at work away from concepts such as democracy and equality to those of organisational effectiveness and competitive edges.

Notwithstanding the relevance of managerial control systems (MCS) in any organization, as well the distinctive role they can play in family business, due to its specific features, the literature rarely dealt with the role and characteristics of MCS in family business. Taking into account previous contributions from different disciplines (organization, management accounting, and family business), the current work aims to better understand the state of the art about research in the field of MCS in family business in order to identify main research gaps and propose future research directions.

Forty-five articles have been analyzed, which were issued in 29 sources. Research findings show that the literature on MCS in family business is limited and not very conclusive. Some authors focused on the type of controls, other authors outlined the role of MCS in managerialization and the relation with professionalization. A few studies focused on some specific mechanisms, especially strategic planning and compensation. Some contributes dealt with MCS’ determinants and impacts. Differences between family and non-family firms were proposed. However, a clear and organized picture of the features of MCS in family firms, their determinants, and impacts has not yet been developed. Particularly, the impact of the distinctive features of family business on MCS represents an underdeveloped research field along with how MCS can be differently developed and used in different kinds of family firms. In the light of findings of the literature review, we propose a reference research framework on MCS in family business.

Human resource (HR) process research emerged as a response to questions about how (bundles of) HR practices related to organizational outcomes. The goal of HR process research is to explain variability in employee and organization outcomes by focusing on how HR practices are intended (adopted) by senior managers, the way that these HR practices are implemented and communicated by line managers, and how employees perceive, understand, and attribute these HR practices. In the first part of this chapter, we present a review of 20 years of HR process research from the start, to how it developed, and is now maturing. Within the body of HR process research, several different research theoretical streams have emerged, which are largely studied in isolation without benefiting from each other. Therefore, in the second part of this chapter, we draw on previous work to propose a staged process model in which we integrate the different research streams of HR process research, recognizing contingencies in the model. This leads us to an agenda for future research and practical implications in the final part of the chapter.