Negotiating the Evolution of the Hr Function: Practical Advice From the Health Care Sector

This paper has two aims. First, to consider explanations for the apparent gap between the paradigm of strategic human resource management on the one hand and actual HR practice on the other. Second, to generate practical advice for senior HR specialists who are aspriring to develop a strategic role for their function. the research underpinning these findings was based on case studies in three hospitals in Adelaide and a comparison of the findings with the situation at Leicester General NHS Trust where the first named author of this article was the HR director and a senior board member. the analysis reveals that specific features of each organisation's history, current structure and management, shape powerfully the nature of the HR function. Moreover, the local shaping factors define the degrees of freedom open to the HR function, so much so, that the notion that it can choose its organisational stance is here challenged.     

Call centres and beyond: a thematic evaluation

This introduction aims to place the articles in this special edition in the context of the wider literature on call centres. The discussion is arranged around four themes: the characteristics and organisational features of call centre work, the choices and strategies that are available to manage the work, the effects of this type of work on employees and, finally, the responses and reactions of call centre staff to their work experiences. The articles selected, which are drawn from a conference sponsored by this journal, are then summarised.     

Overlooked encounters: young tourists' experiences at dark sites

This research note reviews the existing literature comprised of dark tourism articles and chapters mentioning children. Publications meeting the search criteria were few. Accordingly, we offer possible reasons for the scarcity of research on children in dark tourism, including the legal constraints when researching with minors, the academic risk in undertaking a new field of research, and the substantial expertise needed to engage children in studies. We conclude with the compelling reasons to undertake such research: to inform interpretation of emotionally provocative sites for children, to understand and mitigate children's psychological distress at dark sites, and to advance theoretical work on children as tourists.     

Rethinking social impacts of tourism research: A new research agenda

Understanding the social impacts of tourism on communities is extremely important for government at all levels so that action can be taken to reduce the likelihood of a community backlash against tourists and tourism development. Given that the residents of many tourism destinations are a fundamental part of the tourism ‘product’, resident attitudes and behaviour have a sizable impact on the success or otherwise of a destination. Research on the social impacts of tourism on communities is substantial and ongoing and while advances have been made in the area, the research has not addressed some of the deep seated issues faced by tourist destinations. This paper provides a critique of the social impact of tourism literature, highlighting the inadequacies in the research that has been conducted to date, which then leads to the development of a new conceptual framework. The paper traces the key developments in social impact research and argues that the predominance of quantitative methods potentially limits our ability to gain a more in-depth understanding of the impacts and how they influence both the host community and tourists. The paper finds that the quantitative focus from previous social impact research has led to a narrow understanding of the issues surrounding social impacts and proposes a new research agenda based on ‘layers’ of social impact understanding through the use of ethnography or phenomenology. The paper concludes with recommendations to progress social impact research beyond simply describing the issues towards explanations of why they occur by suggesting that social impact research examine, in greater depth, the values and intrinsic characteristics of the host residents.     

Flexible Working Practices In the Public,Not-For-Profit and Commercial Leisure Sectors In SCotland

Public sector leisure managers in the UK have been struggling, since the extension of compulsory competitive tendering to leisure management in 1989, to reconcile the conflicts between becoming more consumer led and satisfying the needs of the ‘recreationally deprived’. Rationalization has ensured that a fundamental priority for managers has been the introduction of more cost-effective working practices. This article examines the diversity in employment practices across the three sectors of the leisure industry, that is, the public, not-for-profit and private sectors. The case study evidence presented found clear differences between the sectors. Although managers in not-for-profit leisure facilities have more freedom to use greater flexibility in employment practices as compared with their public sector counterparts, they are still somewhat constrained by having to meet the social objectives set by their Board of Directors. Private sector managers were found to be providing the highest proportion of full-time jobs, although they offered lower conditions of employment. This was made possible by the funding certainties created by regular monthly/annual customer memberships.     

Beer and the Tie: Did Divestiture of Brewer-owned Public Houses Lead to Higher Beer Prices?

In 1989, the United Kingdom Monopolies and Mergers Commission (MMC) recommended measures that eventually led brewers to divest themselves of 14,000 public houses. The MMC claimed that their recommendations would lower retail prices and increase consumer choice. Since that time, however, retail prices have risen. This paper contains an econometric analysis of the transition period. The analysis is based on a model of the relationship between retail price and retail-organisational form that emphasises how exclusive-dealing clauses and strategic factors interact