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Utilising data from 18 in‐depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to argue that the complexity and diversity of training, development and HRD practices is best understood by studying the multilayered contexts within which call centres operate. Call centres operate as open systems and training, development and HRD practices are influenced by environmental, strategic, organisational and temporal conditions.

The study utilised a range of research methods, including in‐depth interviews with multiple stakeholders, documentary analysis and observation. The study was conducted over a two‐year period.

The results indicate that normative models of HRD are not particularly valuable and that training, development and HRD in call centres is emergent and highly complex.

This study represents one of the first studies to investigate training and development and HRD practices and systems in European call centres.

Labour market statistics suggest that the rate of economic activity for women in Northern Ireland is among the lowest of the UK regions. Reviewing recent research, explores possible causes, and goes on to examine similarities and differences in Catholic and Protestant women′s participation in paid work.

Outlines the discrepancies between men and women in senior management positions. Acknowledges the recent trend of an increase in women in this area but highlights that this is only in selected areas. Considers the place of the MBA in career advancement suggesting that mainly men’s careers benefit from this qualification. Questions whether the structure of the course favours the male gender. Shows that women’s pay is still substantially lower and looks at reasons for this difference.

Based on longitudinal case study research amongst ancillary staff in two health service trusts in the same region, this article analyses the strategies that management and trade unions adopted in their approach towards workplace social partnership. The article highlights the differentiated principles, practices and outcomes of partnership in the two trusts, by initially drawing on the “deliberate” and “emergent” strategy spectrum of Mintzberg and Waters. Whilst “deliberate” strategy focuses on direction and control, “emergent” strategy suggests a learning process in the search for effective patterns of behaviour and decision making outcomes. However, departing from the essentially managerialist underpinnings of the conceptualisation, the article seeks to understand how organised labour interacts with management in the creation and development of strategy in both ideal type scenarios. In this respect, the article utilises the “theory of the firm”, in particular, transaction cost analysis and the resource based view of the organisation, to aid our understanding of this complex process.

The human resource (HR) function is experiencing considerable change with pressure to demonstrate added value and a trend to outsourcing. This paper aims to examine the early careers and career development of HR professionals in this time of change, and to consider the development implications for employers, the individuals themselves and providers of management education.

Data were collected from participants on a postgraduate programme in human resource management (HRM) at a regional university in the UK.

The participants displayed characteristics of the protean career including both frequency of job moves and moves between management functional areas before they were in a position to acquire a professional qualification to take their career to another level.

The research indicates that HR careers are changing and the old certainties of a secure HR career in a large or public sector organisation can no longer be taken for granted. This has implications for higher education institutions providing specialist programmes in HRM.

The accepted wisdom is that Northern Ireland is a traditional society within which women’s primary role is defined as homemaker and mother. Examines data on the labour market participation of women in Northern Ireland, drawing comparisons with the UK, the Republic of Ireland and the European Union. Examines four hypotheses as possible explanations for mothers continuing in paid employment. Concludes that, despite living in a society seemingly more traditional than that in many other European Union countries, mothers of young children in Northern Ireland may be more likely to be in employment because they can call on a network of family support to provide informal child care.

The research for this paper focused on the career paths and career progression of men and women in management occupations. The study set out to explore the extent to which the traditional career has been replaced by the so‐called “boundaryless” career. In particular it sought to establish whether such new career patterns have been more readily espoused by women than men. The participants in the research were postgraduate, post‐experience students on management courses within the Faculty of Business and Management at the University of Ulster. The findings suggest that both men and women are making more frequent job moves than in the past and that the vast majority of both men and women are assuming responsibility for their career development. Finds a growing similarity in male and female careers but very different perceptions regarding factors influencing career paths and career progression. This has implications for providers of management development and education as it appears that much could be done to convince women they can have control over their own careers.

This paper focuses on the career progression of human resource professionals. The perspective is that of graduates from a postgraduate programme which conferred a professional qualification in human resource management. The study explored whether the acquisition of a HR professional qualification had the same impact upon career progression for male and female managers or whether other factors have a more significant effect, regardless of formal qualifications. The findings suggest that the careers of men and women do differ, with men receiving more internal promotions, while women were more likely to seek career progression in another organisation and to be less successful in terms of earnings. The women were much more likely than their male counterparts to perceive barriers to their careers such as lack of role models and difficulties with self‐confidence. This raises issues of curriculum design regarding raising the confidence and aspirations of female managers.

The research for this paper focused on the impact which an MBA has on the careers of women in management and compared the career progression of male and female MBA graduates. The research was carried out among graduates who had obtained an MBA from the University of Ulster between 1992 and 1996. The study found that the management careers of men and women did differ significantly in a number of respects and that there were differences between male and female graduates in their perceptions of how the MBA has affected their careers. It also found that women, in particular, experienced barriers to their careers which mediated the effects of obtaining a higher level qualification. The paper discusses how a more “level playing field” might be created and pressures reduced for both men and women in management careers.