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A degree or diploma has traditionally served as a general criterion for hiring and pay decisions. This approach is inconsistent with emerging skill‐ or competency‐based compensations systems. Such systems only recognize and pay for the skill or competency required by the task to which an employee is assigned. As employers adopt skill‐based pay systems, it is reasonable to ask whether they will continue to use degrees and diplomas in their hiring and pay decisions. A shift away from the diploma as a criterion for hiring and pay decision may influence educational systems to offer both diplomas and skills acquisition programs.

It is generally accepted that irrespective of training, motivational programmes, and the development of positive work environments, not all personnel will perform at acceptable levels. In an effort to change behaviour, many organizations attempt to develop formal disciplinary procedures that include a number of possible disciplinary actions, with each disciplinary action identified as a reasonable response to defined levels of unsatisfactory performance. Unfortunately, few academic organizations have developed or implemented “appropriate‐response” disciplinary procedures or programmes. Without such reasoned disciplinary procedures, organizational responses to unacceptable performance may take on many of the characteristics of punishment rather than discipline. Explores the barriers to such disciplinary programmes in academic organizations.

Examines employees′ attitudes towards the value of sharing the costs of health care benefits. Argues that heightened employee awareness of value of these benefits will not necessarily result in the positive attitude changes envisioned by employers. Suggests that equity theory may serve as a reasonable model for considering how employees may respond to health sharing proposals. Cautions employers to reconsider the projected cost savings and potential negative behavioural consequences of such strategies.

Any number of explanations can be offered for the inclusion of health‐care benefits as a component of compensation. Among the more obvious and generally accepted explanations are: the cost‐effectiveness of large group purchases by the organization, the positive tax consequences for the employee; the employer′s response to labour market competition; or, even, that the inclusion of this benefit reflects the historical response of some organizations and unions to wage controls during the Second World War.

Stretch goals or targets ask an employee to go beyond the possible (and merely difficult) to the impossible. This performance requirement violates the generally accepted criterion for goal setting that require goals to be verifiable and attainable, with difficulty. Yet, stretch goals are an accepted management tool in organisations such as General Electric. The present paper discusses the potential for the successful implementation of stretch goals based on considerations of workflow integration and risk deviation.

Efforts to apply discipline in an academic organization are difficult at best, and seemingly impossible in situations where the impetus for a discipline response is unnacceptable performance. It is often postulated that tenure represents a significant barrier to the application of discipline in an academic organization. Reasonable access to discipline actions cannot, however, be viewed as an independent aspect of the academic organization. Rather, such access must be viewed as one of the many interactive attributes that, in total, serve to define the organization. Justifiable access to discipline actions can be expected only as the academic organization begins to meld these many and often disparate attributes into a cohesive statement of the organization′s definition and role. Identifies underlying assumptions necessary for the development of such strategies.

After 38 years as a Sawell Publication, WORK STUDY passes to new owners: MCB University Press, a global publishing company with some sixty titles, almost exclusively in the area of management, a Bradford HQ and offices in Singapore and Brisbane.

This issue is a selected bibliography covering the subject of leadership.

Ever since its emergence, the metaverse has presented opportunities and disruptions to every stakeholder, including individual users and organizations. This article aims to offer valuable perspectives on six identified critical areas that the metaverse could significantly impact: marketing ethics, marketing communication, relationship marketing, retail marketing, supply chain management and transportation management.

Through a multi-perspective approach, this paper gathers valuable perspectives from various invited contributors to each of the six identified key areas that the metaverse could significantly impact.

For each key area identified, the invited contributors first share their valuable perspectives by discussing the roles of the metaverse. Subsequently, the invited contributors discuss their views on vital opportunities, challenges and research agenda concerning the metaverse.

With the widespread metaverse, it is expected that each key area identified is likely to undergo significant levels of disruption. Against this backdrop, this paper contributes to the academic literature and industry by gathering different perspectives from invited contributors on the relevance of the metaverse in marketing and logistics domains.