Women have always worked: whether unrecognised, at home, or more recently, as part of the paid work‐force. Their contribution to the economy has always been significant, if…
Abstract
Women have always worked: whether unrecognised, at home, or more recently, as part of the paid work‐force. Their contribution to the economy has always been significant, if unsung. But how far can women go within our present work‐structure; how do they fit into the existing career patterns; do they really have equal opportunity? Retailing has been one of the areas of employment where women have traditionally predominated — in numbers, at least. So what has the female work‐force done for retailing, and what are the retailers doing for the women themselves? At a time when many people are talking of a crisis of management, and looking at the pool of female labour as a largely untapped source of new talent, what part are women playing in retailing today, and what are the limitations placed on them, and why?
Susan Field and Lorraine Paddison
Skill shortages and impending rapid decrease in numbers of youngpeople coming into employment emphasise the need to reduce wastage ofskilled women. Barclays has introduced a…
Abstract
Skill shortages and impending rapid decrease in numbers of young people coming into employment emphasise the need to reduce wastage of skilled women. Barclays has introduced a Career Break scheme, and the article describes the processes by which it was introduced. Results so far are positive.
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The Equal Value Amendment. At long last the first cases under the equal value amendment to the U.K. Equal Pay Act have made it through the legal minefield to the House of Lords…
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The Equal Value Amendment. At long last the first cases under the equal value amendment to the U.K. Equal Pay Act have made it through the legal minefield to the House of Lords. Unfortunately, however, employers have not liked their lordships' pronouncements and the CBI is now lobbying for legislative changes. In the October issue of Personnel Management Lorraine Paddison explains the latest decisions and confirms that there is indeed no room for complacency.
A 1984 survey revealed that 60 per cent of organisations in the UKoperate equal opportunities policies. What is the significance of thisin practice? Statistics continue to show…
Abstract
A 1984 survey revealed that 60 per cent of organisations in the UK operate equal opportunities policies. What is the significance of this in practice? Statistics continue to show inequalities between various categories of workers – men and women, black and white, able‐bodied and disabled. The article looks at some broader questions about overall policy approach, and includes an investigation into unequal opportunities and the solutions offered, in relation to the Equal Opportunities Code.
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Assessing Equal Opportunities Policies. This is the title of an article by Sonia Lift in Volume 18, Number 1 of Personnel Review in which the strengths and weaknesses of equal…
Abstract
Assessing Equal Opportunities Policies. This is the title of an article by Sonia Lift in Volume 18, Number 1 of Personnel Review in which the strengths and weaknesses of equal opportunity codes are discussed, in the light of the recently issued Equal Opportunities Code of the Institute of Personnel Management.
Jon Coaffee and Lorraine Johnston
Seeks to analyse the complexity of current practices surrounding the management and governance of urban regeneration activities in the UK. In particular, aims to focus on the…
Abstract
Purpose
Seeks to analyse the complexity of current practices surrounding the management and governance of urban regeneration activities in the UK. In particular, aims to focus on the potential of initiatives decentralised to the sub‐local level that have been designed both to effectively manage public service provision and to improve citizen participation in local government management decision making.
Design/methodology/approach
Explores the early experiences of local authorities' attempts to introduce “area committees” in line with the complex “modernisation” agendas advanced by the “New Labour” government under an overarching project of “new localism”.
Findings
Highlights that new attempts at devolving power and responsibility to these sub‐local structures should be more flexible to local conditions rather than directed by national policy.
Originality/value
Argues for a “middle way” to be adopted in managing local government and governance changes in order to develop a more “pragmatic localism”.