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It is well recognised that job security has risen relative to pay in the hierarchy of employee concerns. Job security provisions won by or awarded to employees comprise high fixed costs from the employer's viewpoint. The firm's flexibility and adaptability to fluctuations in product demand are reduced thereby. For these reasons American employers have long resisted any form of job guarantee. The few who have made a fetish of such guarantees have been companies experiencing either long‐term growth or stable demand and have insured themselves against unsupportable fixed costs by strictly limiting the number to whom guarantees are made. Such practices add to the insecurities of those outside the guarantees. More employers are now succumbing to the pressures from employees, unorganised as well as organised, for job guarantees, but they too have protected themselves by use of temporary work devices as buffers against over‐commitment to permanent employees. The next employment policy issue after displaced workers may be some protection for the temporary workers who increasingly bear the brunt of fluctuations in labour demand.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.

Throughout the world over the past forty years there has emerged an almost universal practice among natons to plan for the development and employment of their labour forces. For most, the practice is called manpower planning. Those troubled by the sexist connotations call the practice human resource planning. However, there is somewhat more, but not much more, to the differences between manpower and human resource planning. The human resources concept tends to encompass all productive uses of human energy, thought and talent in collective enterprise, including those for which the compensation is intrinsic. Manpower is ordinarily limited in meaning to externally motivated non‐voluntary activities, whether coerced by force or by monetary compensation.

The appearance of job security demands at the bargaining table is on the rise in the United States. Job security has increased relative to income security in the hierarchy of employee concerns. Management has, in several instances, responded to these concerns. This piece will outline the many reasons behind, and offer examples of, the increased emphasis on job security provisions. It will also detail some of the current roadblocks in this area.

In an earlier issue of this journal we compared international experiences in manpower planning at the national level. We offered a matrix of planning approaches (Figure 1), a typology of the politico‐economic systems in which such planning has occurred (not repeated here) and a conceptual framework classifying the objectives and approaches of various countries by stage of economic development (Figure 2). We promised a subsequent article drawing lessons from planning experience which might contribute to improving the international manpower planning process. This, belatedly, is that follow‐up article. In it we review the status of manpower planning in developed, newly industrialising and labour‐short, less developed countries (LDCs). Then we report criticisms which have been levelled at national manpower planning in labour‐surplus LDCs, explain what we see to be the reasons for what has been criticised, identify lessons and make recommendations which we believe will skirt many of the problems identified.

The purpose of the chapter is to develop a typology of bad behaviors characteristic of governing boards and to compare the bad behaviors identified in the typology to the governing boards’ expected roles and responsibilities. Several examples of bad governing board behaviors that have occurred at historically Black colleges and universities (HBCUs) are explored through the lens of the typology. The author argues that the bad behavior of governing boards responsible for the nations’ HBCUs inhibits strategic planning, undermines growth and development, and threatens the long-term viability of these institutions. Finally, recommendations intended to minimize the impact of bad board behaviors are proposed.

Purpose – David Gordon (1996) contended that the size of the managerial/administrative class has expanded in recent decades and that this has contributed to growing earnings inequality. This argument, however, has received insufficient attention despite its potential to explain some of the growth of earnings inequality in recent decades. We assess whether managerial intensity contributes to earnings inequality in affluent democracies, and thus evaluate his argument and extend it with a comparative perspective.

Methodology/approach – Our analyses are based on panel analyses of 17 affluent democracies from 1973 to 2004. Utilizing random- and fixed-effects models, we include three different measures of earnings inequality and an original measure of managerial intensity.

Findings: We show that managerial intensity is positively associated with all three measures of earnings inequality in random-effects models. As well, managerial intensity is positively associated with earnings inequality in the fixed-effects models for the 90/50 ratio of earnings inequality, but is not significant for the other two measures.

Originality/value – This study provides one of the few tests of Gordon's argument. We demonstrate that growing managerial intensity has contributed to rising earnings inequality in affluent democracies. In contrast to previous research, we argue that much of the rise of earnings inequality is due to political/institutional factors rather than labor market and demographic change. One of the reasons for Europe's relatively lower level of and slower increase in earnings inequality is its lower managerial intensity.

The purpose of this paper is to examine managerial opinion regarding human resource management (HRM) practices in eastern Nigeria (western Africa).

This paper is informed by a survey administered to a small sample of Nigerian HR practitioners (n = 50 usable responses, 25 per cent response rate), replicating earlier work in different regions of the same country.

Nigerian HR practitioners appear open to people management practices under the HRM rubric. But rather than predicting convergence with western‐inspired approaches, evidence suggests that cultural and institutional influences on how normative HRM may be interpreted and acted on may result in a blend of transplanted and indigenous managerial behaviour.

Sensitivity to individuals’ socialization as well as economic, historical, political, and social contexts may enable multinational organizations to capitalize on the potential to transplant forms of HRM from parent country cultures to developing countries such as Nigeria, at least among managerial employees.

The paper augments and builds on limited empirically informed research to date on people management issues in African country contexts, helping to ground consideration of abstract debates in the literature around convergence and divergence in culturally and institutionally embedded managerial practice.

The purpose of this paper is to report on a systematic review that examined police social work and social service collaboration strategies implemented to address social problems.

A systematic review was conducted to identify the components of police social work and social service collaboration strategies. A total of 11 databases were searched. The inclusion criteria centered on the social problem, focus population, service providers, collaboration components and geographic location. Any methodological approach was included provided that a collaboration between police and social service providers focused on addressing a social problem was implemented and described.

The database searches identified 3,065 hits. After first eliminating duplicate titles, then reviewing and eliminating titles and abstracts that did not met the inclusion criteria, 119 full-text studies were reviewed. Among the 81 studies included in the systematic review, 83 implemented collaborations were found. The most collaborations were implemented in the USA, whereas only one implemented collaboration was found among the majority of the countries. Interpersonal violence was the most frequent social problem addressed by the collaborations followed by mental illness, crime, juvenile delinquency, and alcohol and substance use and abuse. Interventions were predominantly delivered by social workers who provided referrals and collaboration with social service agencies that assisted adults.

Given that police officers are first responders to a wide range of social problems, investigating and disseminating information about the characteristics of police social service collaboration strategies is an important endeavor. Whereas investigating the effectiveness of collaborations was not the aim of this review, several practical implications can be derived from the findings. These findings show the types of social problems, partners and tasks that comprise the collaborations. The present findings suggest that law enforcement agencies do not have accessible name brand social work and social service collaboration models that can be replicated. The majority of the collaborations found appear to be unique models implemented between law enforcement and social service agencies. More outcome studies are needed that investigate whether the social problem has improved among citizens that received services from the collaboration.

This paper is the first systematic review focused on police social work and social service collaboration strategies implemented to address social problems.