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Artificial Intelligence (AI) is one of the newest technology that is quickly advancing and can be utilised to improve human resource competence in the age of rapid digital transformation. The present competitive scenario demands accurate data that need to be collected and analysed for organisational growth.

Purpose: The research examines the applications and usage of AI in performance management and further analyses the future of PM from the perspectives of AI.

Methodology: The study is conceptual and relies on secondary data from research papers, publications, HR blogs, survey reports and other sources. Employee performance and attitudes were monitored using digital technologies, big data analytics and AI. The quality of employee performance continues to increase with the integration of AI, enabling predictive analytics to increase employee performance.

Research Implication: In employee performance appraisal, a digital performance management system leads to openness and honesty with time, effort and sincerity. It is based on the performance management system’s practical usefulness.

Theoretical Implication: The study’s findings provide HR managers, academics, IT professionals and practitioners with an understanding of how AI may be used for performance management and its consequences on their operations. In addition, the connection between the HR devolution theory on performance management and AI is discussed.

Gender concerns have been almost totally ignored within organizational analysis. This chapter attempts to redress that ignorance. It has four related tasks: (1) to illustrate examples of gender-blind approaches to the study of organizations; (2) by way of a selective review of the organizations and culture debate, to argue for the utility of an organizational culture focus for an understanding of gender; (3) to root an organizational culture focus, along with gender concerns, within a feminist materialist method of analysis; (4) to explore, by way of a strategic application of Clegg’s (1981) “rule” focus, the potential of a feminist materialist analysis for understanding the relationship between gender and organizational culture.

This chapter provides a descriptive account of a pilot study conducted to inform PhD level research. The study aimed to explore areas of support considered by participants to reduce their risk of perpetration and tested the degree to which the approach can produce useful findings. For the pilot, semi-structured interviews were conducted with two heterosexual men over 55 years of age sentenced for intimate partner violence (IPV)-related offences and supervised by the probation service in the UK. Interview and field note data were analysed thematically. This analysis produced themes relating to age-related risk and protective factors, barriers to help seeking and change over time. Themes indicate that protective factors relating to emotional support within the community, maintenance of social support networks, forms of crisis support and barriers to seeking help may reduce risk within this age group. Across the life course immediate and extended family support and advice and support from peers and colleagues appear of value. Loss of social connection in late life suggests increased risk of perpetration.

This article sets down some thoughts on the teaching of educational administration. It delves briefly into three interrelated aspects which need to be considered by teachers of the subject: the learners and their stages of individual development, their tendency towards dependence, and their needs to master and belong; the setting, particularly such factors as assessment, the inclusion of students from different organizations, and group teaching; the content, specifically how different learning objectives might be met by different teaching approaches and whether reality is a unidimensional concept or always the most efficient approach in learning situations. It is concluded that only when we expect of ourselves what we expect of our students, that is, that performance comes to depend not only on intuitive skill or ‘art’ but also on explainable techniques and procedures, that we will transform a craft into a profession.

The meaning of management is partly the management of meaning. Management is an activity in which people collaborate not just over what they do but also how they mean: how concepts like “effective” are defined and made actual through work, and how knowledge can properly be applied to management situations. Such knowledge is not merely intellectual; it takes in values and belief systems and the intentionalities of discourse. Management is also an area in which over‐arching paradigms of what is best to know and do demonstrate pluralistic and collaborative features. What is known, and what is best to know, therefore, are built up through negotiation and reformulation. This occurs in settings characterised by organisational cultures and authority structures like line management, and in these we find meanings being negotiated for many complex cognitive, ideological and interpersonal reasons (such as to avoid “loss of face”). In professional information training, it is important to develop knowledge of, and skills in, the management of meaning, using negotiative strategies and tactics.

Civil wrongdoings with consequent financial and other loss or damage to employers, employees and third parties may result in the course of various trade union activities. These day to day trade union activities take a variety of forms. The most common ones are inducement of breach of contract, conspiracy, trespass, nuisance, and intimidation. Each of these activities constitutes a tort which, unless the statutory immunities apply, would normally give rise at common law to an action for damages or, as is more frequent, enable the aggrieved party to obtain an injunction.

In the UK, following a period of exponential growth, the budget hotel market is maturing. In the classic product/service lifecycle model, this phase of development in a market is usually associated with strategies which engender strong brand loyalty; which strengthen and underpin market share; which develop competitive relative positioning and which serve to emphasize, via differentiation, unique brand benefits or propositions. This paper considers the strategies of Whitbread Travel Inn who, as the market leader, launched their 100 per cent Good Night satisfaction guarantee (or your money back) across the brand in 2001. To begin with a review of the budget hotel market is undertaken. This is followed by an analysis of the achievements of the guarantee over its first 18 months of operation, and consideration of the training approach that inculcated a new mind‐set within the organization. The paper concludes by reiterating the successes achieved and celebrates an award winning performance.