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The purpose of this article is to describe the practical applications around the “strengths” philosophy that was first pioneered in the USA during the late 1990s and early 2000s. It will give an introduction to the strengths approach and will reference two organizations' implementation of the approach.

This article is based on the author's experience of working with two organizations that implemented the strengths approach to deliver specific outcomes. In both cases the approach subsequently improved people management processes.

The strengths approach was found to be successful in delivering specific outcomes and the case studies provide evidence that the approach enables leaders and staff to feel better equipped and confident about their abilities.

This paper adds value to the practitioner community by offering practical examples of applications of the strengths approach and would be a useful guide to any HR professional.

Organisations using advanced technology, like ChatGPT, for executing their marketing practices are proliferating, but such fast growth also comes with different adverse impacts of ChatGPT. This interaction of ChatGPT with the humanly implemented marketing 5.0 approach complements the marketing effectiveness. However, while considering the brighter aspects of this techno-marketing integration, marketers should also keep its dark side in mind. Therefore, this chapter investigates the integration of AI-enabled ChatGPT into marketing 5.0 practices. However, both the concepts under study are growing in terms of literature, and the research gap is even more extended when considering their associated views. Furthermore, significantly less literature is available emphasising the negative aspects of this advanced technology. This chapter bridges these gaps by reviewing the literature and presenting the gold-plating effect of ChatGPT usage while implementing marketing 5.0 practices. It also proposes a framework for showing the relationship between ChatGPT utilisation and practicing marketing 5.0, depicting the dark side of this techno-marketing integration. It also emphasised the need for conscious and learned associations between the concepts under study.

In order to succeed in an action under the Equal Pay Act 1970, should the woman and the man be employed by the same employer on like work at the same time or would the woman still be covered by the Act if she were employed on like work in succession to the man? This is the question which had to be solved in Macarthys Ltd v. Smith. Unfortunately it was not. Their Lordships interpreted the relevant section in different ways and since Article 119 of the Treaty of Rome was also subject to different interpretations, the case has been referred to the European Court of Justice.

This article is based on a study of the experiences of women chief executives in British local government. Our emphasis will be on our experiences of carrying out the study, and, in particular, on encountering and working with the political aspects of our research. Following a brief outline of our main findings, we review some of the dangers of “doing research” on women. We continue by describing our first encounters with the politics of gender research – the voices of discouragement that questioned the need for the research. We then outline our attempts to understand more about how our relations with each other as a pair of researchers enabled us to surface the political properties of our research. The article discusses the role of reflexivity in maintaining awareness of researcher bias, and how this might affect our analysis of the experiences of women in the system being studied. Next, we discuss how action researchers inevitably become part of a political system that is characterised by different actors holding different aspirations for research outcomes, and argue that collaborative forms of research are necessary if one is to listen to the range of voices that stakeholders represent. We tackle the question about how researchers may “let go” of research of this kind given their political attachments to the topic. Finally, we conclude that spelling out the dilemmas inherent in research of this kind is more likely to achieve results that are well grounded in the political and organisational realities of participants’ experiences.

This paper aims to locate managerial feedback‐seeking in a self‐regulation model in which self‐motivational considerations are uppermost. It seeks to use a qualitative psychological approach to address the question of when, what, how, from whom and why is feedback sought in a performance contingent managerial setting.

Using Kelly's Repertory Grid technique, ten managers reflected systematically on their feedback seeking in an organizational context. A grounded theory framework was used to identify higher‐order cross‐case constructs.

Managers sought performance feedback when they perceived uncertainty and difficulty in the pursuit of their managerial functions and were minded of their need to develop their management skills. Consistent with the instrumental model, feedback seeking was highly goal‐oriented and self‐affirmative in pursuit of increased managerial competence. However, the finding that adds most to the understanding on both an empirical and theoretical level is in showing how managers sought their feedback remotely, and from largely external sources, to reconcile development needs with self‐protective considerations (i.e. image and ego‐costs) in relation to subordinates and peers. These findings have implications for understanding feedback seeking as a multi‐dimensional highly self‐motivated process.

Qualitative research uses small samples and this limits their empirical generalizability; however, the paper's findings link with previous work indicating potential for hypothesis generation and theoretical development.

Questions are raised about whether managers feel able to seek performance feedback for learning and development purposes, without feeling threatened in their capability and worth as managers. The paper argues that the environment most conducive to feedback seeking is one in which managers feel “psychologically safe” rather than defensive about their capability.

It is well‐known that a decrease in economic resources in health care results in increased workload, stress and pressure on personnel. The main aim of this study was to explore and understand how personnel in health care were influenced by multiple obligations in the context of a changing surrounding.

Personnel within psychiatry were interviewed in an open‐ended, interactive mode. The transcribed interviews were analysed using grounded theory as the method of study.

These professionals working within a turbulent work situation experienced a struggle between external demands and internal obligations of an ethical or ideological character. For many of them earlier psychological contracts were broken, earlier organizational culture was overthrown and their professional authority was threatened. They were required to change or abandon well‐established professional identities. Fundamental changes such as the transition of theoretical framework or revision of internal obligations have quite a different timetable from a technical change of method or organizational structure.

The findings of two timetables for change should be addressed when considering reorganizations. If these findings are applied to personnel in health care, seeing them also as patients in the system may be avoided.

The different timetables for external change and internal reorganization, with support from findings in in‐depth interviews, have not been described until now.

This paper aims to focus on a career perspective to investigate the association between employee experience of job insecurity and work‐related behaviors, specifically discretionary extra‐role and impression management behaviors. A second purpose is to analyze the interaction effect of perceived employability and job insecurity on extra‐role and impression management behaviors.

Based on a sample of 207 supervisor‐subordinate dyads in Korean banking and financial institutions, the relationships between job insecurity and extra‐role or impression management as two career behaviors are tested. The interaction effects of employability and job insecurity on behavioral options are also tested.

The results showed that the perception of job insecurity led to both reduced extra‐role and impression management behavior and the intensity of withdrawal increased as employability increased.

The findings provide a fundamental new insight into how a careerist orientation functions in the age of job insecurity.

Extra‐role and impression management behaviors may be an individual's method of career management, especially in the context of job insecurity, allowing managers to capture a more dynamic picture of an individual's career choice in a new employment relationship.

The paper adopts a career perspective in investigating employee extra‐role and impression management behaviors under conditions of declining job security. It adds further value by showing the moderating effect of employability on such behaviors.