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This paper is developed from research conducted with the Irish Management Institute. A model is presented to illustrate the relationships between the adoption of competency‐based human resource management and a range of other variables. These include HRM sophistication and several organisational characteristics. The linkages to business performance are also explored. The empirical evidence to validate this model was derived from a 114‐company respondent survey. Key findings are that organisational characteristics impact on the adoption of competencies, particularly company size and length of time in operation. Another finding is the effect of HR sophistication on the incidence of competency frameworks at company level. Organisations which already have sophisticated and well resourced HR processes in place are more likely to use competencies. The final finding relates to organisational performance. Organisations which are performing well are more likely to adopt competencies. This might also be interpreted as meaning that organisations which adopt competencies are more superior performers, although the cross‐sectional evidence presented here does not allow us to make this assertion with full confidence.

This paper aims to describe the development of a new software tool for the scheduling of real‐time control messages in a time‐triggered control network. The prime application area for such a solution is in real‐time robotic controllers and other similar machine control systems.

The design of a scheduling tool, called SMART‐Plan, is described. The tool is based on a “least slack time” scheduling policy. A prototype tool for the time‐triggered controller area network (TTCAN) is developed. The design is validated against Society of Automotive Engineers Benchmark and a formal verification of the message schedule is also proposed.

The research findings show that it is feasible to develop such a message scheduling tool and the performance of the tool is comparable with other research solutions, which have been applied in the past to simple periodic schedulers, as opposed to time‐triggered networks.

Although the prototype solution assumes a TTCAN control network, the concept will also be feasible for other types of time‐triggered control networks. The availability of such a tool might encourage developers of robotic equipment to adopt the time‐triggered network approach for the architectural development of such control systems. To date, the problems associated with the message scheduling of such time‐triggered systems have been an inhibitor to such developments.

This is a new scheduling approach to the message scheduling of time‐triggerred control networks.

This article examines, elementary leveled graphic history, a genre of literature relatively untouched by research. Due to graphic nonfiction’s growing popularity in the realm of children’s literature and its potential benefits for young readers, teachers may want to incorporate this genre of literature into their social studies curriculum. Despite the genre’s appeal, educators should be careful when introducing graphic histories to their students, as nonfiction texts of any kind can possibly contain inaccuracies and biases that might foster misconceptions. In this study, we used a critical content analysis approach to investigate both images and text in four graphic histories on the Battle of the Alamo. We found these books contain several instances of factual errors and biased perspectives. After our analyses, we discussed implications for using these types of books in the classroom to help students enhance critical literacy skills. We connected recommended critical literacy activities to Common Core State Standards for informational texts and writing.

Now and into the foreseeable future, both effective leadership and creativity are going to be important when addressing complex problems. The connection between effective leadership and creativity will be critical as leaders look to turn big ideas into innovative solutions. However, it seems that there is often a disconnect between the two constructs of creativity and effective leadership. The article draws upon scholarly research within the field to address this gap and better understand the power of humility to mitigate this disconnect. The goal of this article is to encourage the field of Leadership Education to look inward into how we as a community are creating an environment where creative leaders can be developed.

While an established stream of research evidence has demonstrated that human resource management (HRM) is positively related to organisational performance, explanations of this relationship remain underdeveloped, while performance has been considered in a narrow fashion. Exploring the relevant but often neglected impact of creativity climate, the purpose of this paper is to examine key processes (mediation and moderation) linking high-performance human resource practices with a broad range of organisational performance measures, including employee performance and HR performance.

The paper draws on a People Management Survey of 169 HR managers from top performing firms in the Republic of Ireland.

The findings provide general support for the role of creativity climate as a key mediator in the HRM-performance relationship. The impact of HPWS on performance is judged universal with little evidence of variation by strategic orientation.

Sophisticated HRM is found to directly impact a range of organisational performance outcomes. Creativity climate provides an understanding of the mechanisms through which such impact takes effect. Organisations should develop a clear and consistent HR philosophy to realise HR, employee and organisational performance.

The paper offers a more intricate understanding of the key factors shaping both the operation and impact of the HRM-performance relationship. Creativity climate offers an important vehicle to better understand how the HRM-performance relationship actually operates. The paper also highlights the potential of examining multiple organisational performance outcomes to offer more nuanced and considered insights.

Looks at how the Labour Party in the UK re‐organized and regenerated itself between 1983 and 1992 and suggests that, as a result, the party has an over‐reliance on corporate marketing and management, to the detriment of party democracy. Also believes that overcentralization of decision making took place, particularly with regard to the reporting of market research data, a central function at the heart of modern electioneering. Discusses some of the problems which this caused and the changes which have taken place since the departure of Neil Kinnock in 1992.