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Temporary workers have many human resource and labour market implications. These consequences are further influenced with the introduction of new legislation relating to temporary workers. The purpose of this article is to present research on the impacts of the legislation – Fixed Term Employees Regulations and Conduct of Employment Agencies and Employment Businesses Regulations – on temporary workers in the labour force.

Information from 24 Labour Force Surveys, conducted between December 1997 and November 2003, were analysed with two longitudinal Labour Force Surveys. Qualitative data was also gathered from six temporary worker employers and 17 agency workers.

Analysis of data demonstrated that the utilisation of temporary workers had declined in the labour force: Temporary workers had decreased in real terms by 24 per cent and agency workers who were less regulated by only 11 per cent. Also, an increased take‐up of permanent work by temporary workers was found post‐legislation (27 per cent) compared with pre‐legislation (22 per cent).

Some limitations exist in the study using National Statistics and qualitative data to analyse labour force dynamics. Further research is warranted in this area investigating how strategic decisions in utilising temporary workers are formed and how recent legislation has influenced these policies.

Changes in temporary worker legislation have direct consequences to the labour force.

The paper reveals the decline of temporary workers in the labour force between 1997 and 2003 and examines specific legislation, which may have influenced this phenomenon.

The purpose of this paper is to examine the impact of gender on the performance assessments of managers arising from the 360‐degree scheme operated within the UK headquarters of a large multi‐international financial services organisation.

A questionnaire approach was used to collect data on 66 managers (33 males and 33 females) against four broad capabilities on the 360‐degree appraisal system. Data were gathered on each of the 66 managers from eight different sources including the individual being appraised, three of their peers, three of their direct reports (subordinates) and their manager (supervisor).

Performance ratings were either gender neutral or higher for female than for male managers. Within the case company there was no evidence of unfavourable discrimination against female managers, if anything the reverse with female managers showing superior performance compared to their male counterparts.

As with all cross‐sectional research causality cannot be confirmed and difficulties in accessing 360‐degree appraisal information for a large number of managers led to constraints on research methodology.

The implication for human resource management is that the 360‐degree appraisal system did not necessarily fulfil the degree of objectivity claimed by its adherents and that possible adverse influence may be inherent within the 360‐degree rating system of managers particularly.

The paper offers insights into gender differences within 360‐degree managerial performance appraisals.