bluuebunny/crossref_metadata_2025 huggingface dataset:
A Microcosm of Women's Present Situation
Authors: Macdonald Eleanor
Published: January 2008

The changes which are occurring in the field of employment are tremendous and are likely to continue at least until 1995, when the full force of the diminished number of school leavers reaches its peak. This total change in the pattern of working is a highly significant factor in the area of women's careers, which is going to give well‐qualified women marvellous opportunities. It will favour both women who are working towards management, and will also make possible the return to work by women who have spent years away from business caring for their families ‐ but there are problems!
THE NEW APPROACH TO FAIR EMPLOYMENT IN NORTHERN IRELAND: SOME IMPLICATIONS FOR PERSONNEL MANAGEMENT
Authors: Mapstone Richard , Patterson George
Published: January 2008

A new anti‐discrimination law came into operation in Northern Ireland from the 1 January 1990. The Fair Employment (NI) Act 1989 supersedes most of the Fair Employment (Nl) Act 1976 and involves a radical departure by Government in the manner in which it tackles the issues of employment discrimination in Northern Ireland. This article describes the background and content of the new legislation. It explores some of the problems the legislation raises for management and examines the impact of the legislation in the field of employment discrimination.
THE PRICE CORPORATIONS MUST PAY FOR WOMEN EXECUTIVES
Authors: Patel Sonal J. , Kleiner Brian H.
Published: January 2008

Turnover, career interruptions, and plateauing are expensive for corporations trying to stay ahead. Unfortunately for businesses today, women with executive potential are leaving, interrupting, or plateauing their careers, thereby increasing the costs for corporate America. The money companies invest in recruitment, training, and development is more likely to be lost when these women leave, take time off, or stop short of full executive potential. It is important that employers learn the right lesson from all the studies now being conducted. Specifically, the return on investments in hiring, training, and keeping women executives can be increased by implementing certain practices and policies. Due to changes in demographic trends, corporations must become responsive to the needs of the women that they employ if they are to have the best and brightest of all those entering the work force.
PART‐TIME WORKING IN IRELAND
Authors: Drew Eileen
Published: January 2008

The subject of part‐time work is one which has become increasingly important in industrialised economies where it accounts for a substantial and growing proportion of total employment. It is estimated that in 1970, average annual hours worked per employee amounted to only 60% of those for 1870. Two major factors are attributed to explaining the underlying trend towards a reduction in working time: (a) the increase in the number of voluntary part‐time employees and (b) the decrease in average annual number of days worked per employee (Kok and de Neubourg, 1986). The authors noted that the growth rate of part‐time employment in many countries was greater than the corresponding rate of growth in full‐time employment.
EQUAL OPPORTUNITIES IN THE IRISH CIVIL SERVICE:AN INTERIM REVIEW
Authors: Mahon Evelyn
Published: January 2008

The national context Ireland has the lowest proportion of married women in the paid labour force (20%). A Catholic patriarchal ideology has enshrined the position of women in the home in the Irish Constitution and until EC entry in 1973, aspects of Irish labour law embodied this attitude (Mahon 1987). For in‐stance a legal ban on the employment of married women in the Civil Service existed until 1973.
Sex Bias in the Evaluation of Women in Management: A Systems Perspective
Authors: Fenlason Kristofer J.
Published: January 2008

Evaluation of an individual's qualifications and performance is an integral part of entering and progressing through the ranks of most organizations. Yet, there are indications that women in management are hampered by sex bias in evaluation situations (e.g., Heilman, 1984; Schein, 1973; Terborg, & Ilgen, 1975; Walsh, Weinberg, and Fairfield, 1987). Therefore, sex bias may be adversely affecting the personnel decision‐making processes and procedures that are often critical for establishing and maintaining a career in management.
WOMEN IN BUSINESS: FAST TRACK DERAILMENT
Authors: Gregory Sherrill L. , Kleiner Brian H.
Published: January 2008

With the feminist movement of the late 1960‘s and early 1970’s, “fast track” women eagerly sought advancement within male‐dominated Corporate America. By 1990 women succeeded in entry‐level and middle‐manager positions, but failed, with few notable exceptions, to make substantial gains in upper echelons. Many reasons for the failure exist, including family considerations, stubborn cultural and gender biases, and a lack of adequate training and educational opportunities. In response, and in frustration, many women have turned to entrepreneurship as a way to succeed at the top. Changing demographics, such as the new cultural and ethnic diversity, will open the upper level corporate doors for women as white males become the new minority entrant to the work force. The fast track derailment experienced by women over the past twenty years is temporary, and will begin to change by the end of the 1990's.
Strategies for Combating Entrenched Attitudes
Authors: Mitchell Lee , Kleiner Brian H.
Published: January 2008

America is about to undergo the most disjoining shifts in the composition and quality of its work force in more than a half‐century. While many companies such as Digital, Hewlett‐Packard, and McDonalds are aware of such trends, others have not acknowledged the fact that corporate America is facing a deepening shortage of skilled labour in the decades ahead. During the next ten years, the American population and the labour force will expand more slowly than at any other time since the 1930's. The work force grew by 3 million workers a year during the 1970's but will swell by only 1.6 million new workers a year in the coming decade. Consequently, for the first time American managers must compete harder than ever for well‐educated workers.
Discrimination in Employment by Race
Authors: Sidlo Richard B. , Kleiner Brian H.
Published: January 2008

Racial Discrimination — Overview and History Racism is and always has been a part of life in the United States. In various degrees and forms, it is a component of day‐ to‐day American society. Racism is both overt and covert. It takes two, closely related forms: institutional whites acting against blacks, acts by the total white community against the black community, and acts by individual whites against individual blacks. These are termed acts of institutional racism and acts of individual racism. Individual racism consists of overt acts by individuals, which cause death, injury, or the violent destruction of property. It can be reached by television cameras; it can frequently be observed in the process of commission. Institutional racism is less overt, far more subtle, less identifiable in terms of specific individuals committing the acts. But it is no less destructive of human life. Institutional racism originates in the operation of established and respected forces in the society and thus receives far less public condemnation than individual racism.(5, p.1)
Managing Multicultural Work Environments
Authors: Hammond Teresa R. , Kleiner Brian H.
Published: January 2008

Managing Multicultural Work Environments Multicultural workforces are becoming more prevalent in today's business environment. This trend is expected to continue into the next century. Businesses that will prosper under these conditions are those that will tap into the talents of the workforce and will value those differences. Those employers who realise that diversity relates directly to the bottom line will continue to be successful.
Understanding and Effectively Managing Asian Employees
Authors: Hou Larson Hope , Kleiner Brian H.
Published: January 2008

Asian‐American is a quite diversified ethnic group. Each nationality maintain its own culture and identity while most still enjoy a similar central Asian culture. The Asian population is rapidly growing, especially on the West Coast of America where 17 percent (Patel, D.I. 1988) of the total population is composed of Asians. By the year 2000 only 15 percent (Hutchens, S. Jr. 1989) of the additional workers drawn to American corporations will be whites, i.e. most new workers will be from other ethnic groups including Asians. Asian employees present a particular group pattern of behaviour and attitude which results from their cultural backgrounds, e.g. lack of initiative, respect for authority and self‐restraint. They also experience problems in handling the English language and expressions. American management faces the challenge of understanding and effectively managing Asian employees. A competitive edge will be obtained by whoever best understands this new diverse labour force of which the Asian employees are a significant part.
Lessons from Successful Women Business Leaders
Authors: Dawson Sandra L , Kleiner Brian H.
Published: January 2008

Women hold only two per cent of the senior management positions in American companies. What special qualities do these two per cent of women have which have helped them make it to the executive level?
Ensuring Equality of Opportunity in Management Development: Realising Potential
Authors: Townsend Christina , Sails Andrew
Published: January 2008

Gender bias in the management school lecture room is one major hurdle facing aspiring women managers (“Getting the Basics Right”, Training Tomorrow, July 1992). But the experience of the NHS shows that the problems facing women — and other under‐represented groups — run much deeper than simple issues of business school style and content. They provide a wide‐ranging agenda of action for management developers which, if left unaddressed, can threaten the effectiveness of the whole organisation.
Success Strategies for Women
Authors: Hacker Monica , Kleiner Brian H.
Published: January 2008

Women have a greater number of career options now than ever before. However, as women begin to reach the management levels in business organisations, they are experiencing frustration over unexpected discrimination by men. This frustration may lead to counterproductive behaviour as women strive to overcome the problems they encounter. The purpose of this article is to suggest strategies that women may use instead of fighting discrimination in their quest for success. The article is written in a style to address the reader directly.
The Glass Ceiling: Women and Mentoring in Management and Business
Authors: Akande Adebowale
Published: January 2008

In the beginning, organisations were exceedingly simple. There were chiefs and tribes, or kings and subjects or owners and tenants or bosses and workers. With the advent of the Industrial Revolution, it got more compli‐cated. There were stockholders, board of directors, of‐ficers and employees. Now it is too complicated ‐ with stakeholders and/or, shareholders, chairman of the boards and/or chief executives, corporate presidents and/or chief operating officers, assorted vice presidents, managers and employees. Naturally, the modern organisation ‐ being complicated, even Byzantine ‐ is much more subject to trouble, or even breakdowns, than its predecessors, says Bennis.
Family Friendly Policies: The Experience in Australia
Authors: Kramar Robin
Published: January 2008

Why is it that in the current period of high unemployment and industrial restructuring, some employers are implementing policies which attempt to make it easier for employees to combine employment, domestic and family responsibilities? It would seem unnecessary in times of economic difficulty and adjustment for employers to accommodate the needs of employees, particularly when unemployment levels are high ‐ in the case of Australia unemployment exceeds 11%. This paradox, however, exists in many western industrialised countries.
Formal and Informal Organisational Barriers to Women and How to Overcome Them
Authors: Maguire Theresa M. , Kleiner Brian H.
Published: January 2008

Traditionally, the woman's place, according to society, has been in the home, as mother and homemaker. The workforce has largely been dominated by a long established male entity. With the advent of women's liberation, equal rights and changes in the family structure, more women have either been forced or opted to join the labour pool. In 1950 only 22% of adult American women held jobs, as compared to 55% in 1985.(8, p.1) The US Bureau of Census is estimating that 60% of the female adult population will be working by the year 1995.(8, p.1)
Break on Through to the Other Side of the Glass Ceiling
Authors: Tavakolian Hamid R.
Published: January 2008

A legendary and very successful Madison Avenue adman, David Ogilvy, was once quoted as saying, “The consumer is not a moron, she is your wife” (Landler, 1992). This type of statement was commonplace twenty to thirty years ago and summed up the sentiments of what was believed by many to be women's contribution to society ‐ going shopping for the family. While this statement may have had some truth to it decades ago, the perception as to where women stand in our society have evolved immensely. Today, women are not only the consumers to which marketing is directed, they are the ones implementing the marketing and running the companies. One example of this evolution of women's role in the work place is that of Jill Barad. She climbed through the ranks of Mattel Inc., headed the very successful Barbie division, and later became president of Mattel in 1990 (Schine, 1992). Another success story worth mentioning is that of Joan Lappin who is president of Gramercy Capital Management Corporation. Lappin fought her way through the male‐dominated investment world of Wall Street to become one of the most respected money makers in the industry (Marcial, 1992). While these two success stories, along with countless numbers of similar stories, are encouraging for women, still, they do not represent the norm with regard to women's ability to climb up the corporate ladder. Biases, prejudices, and downright discrimination have created what some have termed a “glass ceiling”. Therefore, we need to ask whether or not women have the same opportunities as men in rising through the ranks with respect to both promotions and pay, or whether their efforts are being thwarted by this so‐called glass ceiling?
WOMEN WALES AND EUROPE: AN INTRODUCTION
Authors: Daniel Patricia , Betts Sandra
Published: January 2008

The Women's Studies Colloquium is an annual event for women staff and research students from all disciplines from the constituent colleges of the University of Wales (Bangor, Aberystwyth, Cardiff, Lampeter and Swansea). The event has provided a valuable networking function for academic women, resulting in joint publications on women's issues in Wales (see Aaron, Betts, Rees and Vincentinelli, 1994).
WOMEN IN THE WORKFORCE: ALTERNATIVE CHOICES FOR WOMEN FROM COALMINING AREAS:
Authors: Pudner Heather , Francis Mair
Published: January 2008

Women in the Workforce, Alternative Choices for Women from Coalmin‐ing Areas is a European project which evolved in 1992 from a partnership link between the DOVE (Dulais Opportunity for Voluntary Enterprise) Workshop, a Community Education and Training Centre in Banwen, West Glamorgan, South Wales and IFOLD (Istituto Formazione Orientamento Lavoro Donne) a women's only training organisation in Sardinia, Italy. Italy is one of three European trans‐national partners, the others are Belgium and Spain. The Guidance Unit of University College Swansea became involved in the project because of the guidance aspect of IFOLD's work.
Equal Opportunities International Canadian Perspectives on Employment Equity
Authors: Hartin Penny , Wright Phillip C.
Published: January 2008

Introduction “Equality is, at the very least, freedom from adverse discrimination. But what constitutes adverse discrimination changes with time, with information, with experience, and with insight. What we tolerated as a society 100, 50, or even 10 years ago is no longer necessarily tolerable. Equality is thus a process ‐ a process of constant and flexible examination, of vigilant introspection, and of aggressive open mindedness.” (Excerpt from Equality in Employment, A Royal Commission Report, 1984)
Understanding and Effectively Managing the Mexican Employee
Authors: Peralta Vincent K. , Kleiner Brian H.
Published: January 2008

The numbers are staggering. Between 1820 and 1980, a span of 160 years, approximately 50 million immigrants have entered the United States (see Tables 1 and 2). The United States has traditionally received immigrants and, in fact, has received a larger number of immigrants than any other country in history. Even now, immigrants are still flocking to the US. More recent statistics for this decade show that during the five year period between 1981 and 1985, an average of 573,000 legal immigrants were admitted to the US. In addition to legal immigrants, according to some estimates, the number of illegal immigrants is growing by up to 500,000 a year. This steady flow of immigrants is having a significant impact on demographics. The Census Bureau estimates that immigration now accounts for about 28 percent of the US population growth. Because of the close proximity to many Latin American countries, one of the fastest growing ethnic groups of immigrants is the Hispanic (see Table 3). Latin Americans accounted for 35 percent of all legal immigration between 1981 and 1985 and account for three‐fourths of the estimated 500,000 yearly illegal immigrants. Hispanics, as a group, are growing so fast that according to a study conducted by Leon F. Bouvier and Robert W. Gardner, if present trends continue, within a hundred years non‐Hispanic whites of European origin will no longer constitute a majority of the US population. In addition, if current legal and illegal immigration trends continue and annual immigration averages one million, the non‐Hispanic white population would drop to just under 50 percent by 2080.
Unfairly Dismissed? Don't Take It Lying Down
Authors: Helyer Elaine
Published: January 2008

The bombshell hit me in August 1992. Until that time, I had enjoyed an interesting and successful career in marketing, with 16 years management experience. I was happy in my present employment (in a multi‐national computer services company), had a good relationship with the board and my team, and looked forward to further challenges within my company.
Relationship Between Sex‐Role Behaviour, Body Weight, and Alcohol Consumption in Undergraduate Men and Women
Authors: Sharma Sarla
Published: January 2008

Introduction: Recent research studies focusing on the relationship between psychiatric illness and deviant behaviour (Huselid & Cooper, 1992; Holman, Jensen, Capell, and Woodard, 1993) suggest that a behaviour that is inconsistent with sex‐role expectations, particularly when it is defined as more appropriate for the opposite sex, is seen as deviant. By implication, women's alcohol misuse falls into this category of ‘deviant deviance’. In their research on gender roles as mediators of sex differences in adolescent alcohol use and abuse, Huselid and Cooper (1992), concluded that the relationships between gender roles and alcohol use were consistent with the hypothesis that individuals with conventional gender identities conform more closely to cultural norms that condone drinking among males but not among females. In addition to heavy and problem drinking of women judged frequently to be a deviation from the traditional feminine role, it is also viewed as a rejection of the traditional feminine sex‐role and adoption of an aspect of the traditional masculine role, or both (Chomak and Collins, 1987). In their research on sex‐role conflicts in alcoholic women, when the factors of age, socio‐economic status (SES), and marital status were controlled, Kroft and Pierre (1987) observed that alcoholic women scored as more depressed and more sex‐role undifferentiated than non‐alcoholic women. Alcoholic women were also found to have a relatively traditional sex‐role ideology, and remitted alcoholics expressed less satisfaction than other groups with some traditional female roles. The presence of conflict between perceived (real) and desired (ideal) gender‐role characteristics, rather than the specific pattern or direction of the conflict, may best predict problem drinking. Similarly, the research on gender‐role attitudes, job competition and alcohol consumption among women and men, conducted by Parker and Hartford (1992), concluded that among females, the non‐traditional role of employment in non‐traditional gender‐role attitudes concerning responsibilities for household labour and child‐care were associated with greater alcohol consumption. Among the employed, traditional females and non‐traditional males had greater alcohol use. The females and males who experience conflict between competition at the work‐place and substantial obligations at home consumed a greater amount of alcohol. The results of these clashes between feminine role pattern at home and traditionally masculine roles of paid employment will be social and psychological conflicts and tensions that could adversely affect women's mental health (McBroom, 1986). In other words, many women may find it stressful to switch between more masculine role expectations in the workplace and more feminine role expectations in the home (Gerson, 1985) and some may increase their alcohol consumption to alleviate distress resulting from mismatched gender‐related role expectations and preferences (Eccles, 1987).
The Development and Administration of Realistic Job Previews
Authors: Adeyemi‐Bello Tope , Mulvaney Will
Published: January 2008

Traditionally, organisations “put their best foot forward” in hiring employees by providing only positive information. Their intention is to attract, hire, and retain the best applicants. On the other hand, applicants have their own ideas of what their prospective jobs entail. In most cases, these job applicants' expectations are unduly distorted and the practice by organisations of providing information that is all positive tend to reinforce unrealistic expectations. Real‐istic Job Preview is an attempt to “vaccinate” or make the expectations of prospective employees more congruent with real job experiences (e.g., Brancheau, 1987; Wanous, 1980). Hence, supporters of Realistic Job Previews (RJPs) claim that by giving prospective employees an accurate description of the job, those who take an appointment with the organisation will be less likely to leave the organisation voluntarily (e.g., Buhler, 1992). Furthermore, some proponents claim that in addition to bringing job applicant expectations “down to earth”, RJPs may serve any of the following functions: (1) discourage employees who will be less likely to survive on the job from accepting extended job offers (otherwise called self‐selection) (e.g.,Ilgen&Seely, 1974); (2) make applicants feel that the organisation is being honest and upfront—this may lead them to be more committed to the organisation (e.g., Wanous, 1977); and (3) increase the probability that the new employee will be able to cope with the demands of the job (e.g., Breaugh, 1983).
Becoming Familiar with the Americans with Disabilities Act
Authors: Hingorani Deepa , Kleiner Brian H.
Published: January 2008

Before turning our attention to the recent developments in employment of the disabled and becoming familiar with these developments, it is important to define what the words disability and handicap mean in general. The majority of us use these two words interchangeably. There is, however, a difference in the meanings that should be understood before any further examination into the topic is made. Disability is the functional limitation within the individual that is caused by physical, mental, or sensory impairments; handicap is the loss or limitation of opportunities to take part in the normal life of the community on an equal level with others due to physical and social barriers [5]. Until the end of 1992, over 251,000,000 persons were classified as disabled in the United States. Males account for 49%, while females make up 51% of this population. There is also a strong relationship between age and the likelihood of a disability. Persons 65 years and over made up 12.2% of the total population, but they accounted for 33.8% of all persons with a disability. Persons with low incomes are more likely to have disabilities than persons with high incomes. As far as employment goes, the employment rate among both sexes for persons with no disability was 80.5%, but the rate was 24.1% for disabled persons [5]. People with disabilities have unfortunately not been part of the American mainstream and are still excluded from full participation in society. Millions are seeking employment so they too can earn a living and become socially and economically independent. Such employment statistics brought about the Americans with Disabilities Act (ADA). The ADA is the most significant federal civil rights legislation that has affected and will continue to affect private employers since the passage of Title VII of the Civil Rights Act of 1964. It was signed by President Bush on July 26,1990. For employers with 25 or more employees, the ADA went into effect July 26, 1992; and for employers with 15–24 employees, it went into effect on July 26,1994. Companies with less than 15 employees are exempt from the job‐bias rules. Stated in the most simple terms, the ADA will prohibit discrimination in employment and in access to public services based upon disability. Employers must now provide reasonable accommodation to disabled employees and applicants as long as this does not inflict undue hardship on the business. Three major barriers currently exist for working‐aged disabled people: discrimination, lack of employment opportunities, and places with reasonable accommodations for the disabled.
Understanding and Managing Sexual Harassment
Authors: Bauer Paul A. , Kleiner Brian H.
Published: January 2008

Sexual harassment has become an important topic in the past few years. There have been many recent developments that have been shaping and redefining what sexual harassment actually is and how to deal with it in the workplace.
THE PURSUIT OF EQUAL EMPLOYMENT OPPORTUNITIES IN THE NEW EUROPEAN LEGAL ORDER
Authors: Edmonds Sandra
Published: January 2008

As an on‐going political process, the European Union has had complex effects on the economic and social contract in and between its member countries. Some consequences may not have been expected, and not the least of these has been the way in which the rules developed for the Community have impacted on national sovereign law‐making powers. This was precisely illustrated in a United Kingdom discrimination case about the assessment of compensation. While the national law fixed a compensation limit, the effect of Community law rules was such that this limit had to be ignored by the national courts. Understanding how this result could be achieved is not merely a matter of academic interest. It is important for any business undertaking proposing to establish subsidiaries either in the present Union or in the many Eastern European countries which are lining up to gain membership. More generally, the lessons of the European Union experience can inform debate internationally about securing social rights in trade blocs which have either been recently formed or which are in the process of creation.
WHO'S THE REAL VICTIM?
Authors: Chen Windy , Kleiner Brian H.
Published: January 2008

Title VII of the Civil Rights Act of 1964 mandates equal employment opportunity by providing that: It shall be an unlawful employment practice for an employer to fail or refuse to hire or discharge any individual, or otherwise discriminate against any individual with respect to his compensation, terms, conditions, or privileges of employment because of such individual's race, colour, religion, sex, or national origin.
“An Inappropriate Appetite for Training”? Equal Opportunities and Training for Flexible Information Workers
Authors: Kerslake Evelyn , Goulding Anne
Published: January 2008

A variety of rising tensions have accompanied the development of the UK's flexible workforce and the debate around training for these workers is located among these competing demands. As the proportion of flexible workers in the labour market has increased, their systematic exclusion, in comparison to permanent full‐time workers, from certain types of training has been documented. This has been accompanied by widespread calls for the UK to develop a better qualified and skilled workforce. This tension — affecting in different ways the labour market, employers and workers — now has legislative equal opportunities implications. These issues are explored in a case study of the library and information sector.
Abuses of the Americans with Disabilities Act
Authors: Bonin Harvard , Kleiner Brian H.
Published: January 2008

In 1990, a bill was enacted into federal law with the purpose of protecting people with disability from discrimination. Essentially it dictates that “no covered entity shall discriminate against a qualified individual with a disability because of the disability of such individual in regard to job application procedures, the hiring, advancement, or discharge of employees, employee compensation, job training, and other terms, conditions, and privileges of employment”. The employer must also “make reasonable accommodations to the known physical or mental limitations of an otherwise qualified individual with a disability who is an applicant or employee, unless covered entity can demonstrate that the accommodation would impose an undue hardship on the operation of the business”. The bill was aimed primarily at employers but also carries weight concerning public accommodations. All public buildings must reasonably accommodate handicapped individuals in respect to stairs, public transportation, entrances, water fountains, toilets, curbs, Automatic Teller Machines, parking and many, many other facilities. This does not even bring into account that there are thousands of other instances that have never been defined. In fact, the very definition of “disability” is extremely vague. On the surface the Americans with Disabilites Act does legitimately protect the general public from unfair discriminatory practices, but it opens another door in the long list of ways unethical people may take advantage of “the system”. In fact, many of the routes people follow to take advantage of the ADA can be equated to welfare fraud. Coupled with the fact that the United States is becoming a much more litigious society, the ADA is recognised by some as just another pathway to unearned income.
Profiting from Diversity
Authors: McAllister Maria
Published: January 2008

Westpac has a broad strategy in place to address the issues of workplace diversity as they relate to people from non‐English speaking backgrounds, people with disabilities and women. For the purpose of this paper I will present Westpac's Diversity strategy as it relates to women in management. It is the outcome of a significant review of strategic business capability and direction conducted in 1996.
SET GOALS
Authors: Dobbins Richard , Pettman Barrie O.
Published: January 2008

Success is achieving one's goals. To become successful goal setting is essential. The very small number of people who set believable goals are the same very small number of people who become successful. These successful people use the mental laws which prevail in the world of achievement to get what they want.
Job Evaluation: The Impact of Equal Value
Authors: Arthurs Alan
Published: January 2008

The article discusses the operation and impact of the law on equal pay for work of equal value in Britain. In particular, it analyses the role and method of operation of the independent expert who is charged with assessing whether or not two jobs are equal in value.
SOME LESSONS LEARNED FROM U.S. WORKFORCE REDUCTION: RESHAPING HUMAN RESOURCE MANAGEMENT STRATEGIES
Authors: Maes Jeanne D. , Rushing Daniel A. , King Deborah A.
Published: January 2008

Over the past fifteen years, many organisations have restructured and, in the process, reduced their workforces dramatically. Some of this re‐engineering has been due to such influences as global competition, economic uncertainty, technological change, government deregulation as well as a growing demand for better and faster goods and services. The overall effect of such “downsizing” has not always resulted in desirable outcomes. What lessons have been learned? Are managers using these lessons to reshape organisational strategies, especially those dealing with human resource management?
WORK‐FAMILY POLICIES AND PROGRAMMES IN A PROFESSIONAL SERVICES FIRM: USES AND EFFECTIVENESS
Authors: Burke Ronald J.
Published: January 2008

Schwartz (1992) has suggested that professional firms may be the vanguard in supporting the career advancement of women. Professional firms typically recruit and hire a considerable number of university graduates that are women. In the last few years, almost half the new hires by public accounting firms have been women. In addition, women graduates have performed as well as their male counterparts in their university programmes. It also takes less time to advance to senior management (admission to partnership) in professional firms than is the case in most large private sector corporations. Finally, the evaluation of performance in professional service firms is based on productivity (e.g., billable hours, new business development) which are more objective than performance ratings of one's manager. In addition, many professional firms have institutionalised new technologies which make it easier to work flexibly and at home (computers, fax machines).
SEXUAL HARASSMENT ON CAMPUS: DEFINITION AND PREVENTIVE MEASURES
Authors: Bui Mai X. , Kleiner Brian H.
Published: January 2008

.. And from my standpoint as a black American, as far as I'm concerned, it is a high‐tech lynching for uppity blacks who in any way deign for themselves, to do for themselves, to have different ideas, and it is a message that unless you kowtow to an old order, this is what will happen to you. You will be lynched, destroyed, caricatured, by a committee of the U.S. Senate rather than hung from a tree. (Clarence Thomas)
Strategies for Growth in Banking: An Exposition
Authors: Varadarajan Poondi , Berry Leonard L.
Published: January 2008

A framework is presented for thinking about the various avenues through which banks can pursue growth. This includes discussion of market penetration, market development, product development and diversification together with evaluation of such growth strategies.
Banking Strategies in the UK: A US Perspective
Authors: Emerson Ronald
Published: January 2008

Banking strategies in the UK are examined from a US perspective. The attractive features of the retail and corporate sectors of the UK bank market are discussed and possible future opportunities and strategies. The need for relevant management skills and appropriate control systems is emphasised.
Development of the Sales Function in Banking
Authors: Cheese John
Published: January 2008

This article reviews the acceptance of selling and the introduction of sales management within the UK clearing banks. It discusses approaches for the organisation and management of the sales function, the identification of sales training needs and their satisfaction through a combination of external and internal resources.
Marketing Orientated Pricing for UK Banks
Authors: Lawson Rob , Watt Ann
Published: January 2008

The authors are concerned with the problem of pricing the services provided by the clearing banks in the UK. Using group interviews, consumer attitudes to and perceptions of banking services are examined. Conclusions are drawn about the different benefits consumers receive from using banks and suggestions are made as to how these could be used as a basis for consumer‐orientated pricing policy.
An Exercise in Product Development for the 1980s:
Authors: Haaroff Keith
Published: January 2008

The author takes one example of product development, the introduction by Midland Bank in 1982 of its International Cash Management Service, in order to highlight the way that a new product may in practice be brought to the market.
The Personal Selling Orientation of Banks in the United States
Authors: Futrell Charles M. , Berry Leonard L. , Bowers Michael R.
Published: January 2008

Findings from a national survey in which senior marketing executives from over 700 American banks are reported and appraise the state of personal selling in their banks. They assess managerial interest in improving bank selling performance and managerial commitment to making it happen.
Universal Marketing Myopia or Banks' Rational Behaviour? An Empirical Study of Bank Marketing in Turkey
Authors: Kumcu Erdogan
Published: January 2008

Changing conditions in the Turkish economy, including newly emerging spending and saving patterns, increasing competition, new legislative structure and a more liberal economic policy, should necessitate a new banking strategy. A research study of the entire Turkish commercial banking industry, aimed at client executive officer level, reveals lack of customer orientation and bank differentiation. Awareness of these problems should lead to increasing interest in marketing principles.
The Bank of the Future
Authors: Thompson Thomas W. , Little Michael W.
Published: January 2008

In the 1980s and beyond, key elements in the formula for bank retailing success will include people, place, plastic and machine strategies designed to effectively mix high‐touch and high‐tech operating modes in order to satisfy customer demand for time and place convenience. A scenario depicting the extensive delivery system of a fictional major multi‐state banking organisation that has evolved through a series of regional mergers and acquisitions (First Southeast Financial) attempts to speculate about the look of an overall delivery system in 1990, and how the operating mix elements will fit together.
The Trend Towards “Financial Supermarkets”: A Macro‐Marketing Perspective
Authors: Tansu Barker A. , Thiel Shan
Published: January 2008

The trend towards “supermarket” financial services will lead to a greater degree of specialisation on the part of the different financial institutions in terms of function or client base, resulting in the consumer being offered a greater variety of choice, from no frills, low‐cost core products to full service augmented products. Ability to survive within the trend will rest on adapting creatively to the environment; sectors made up of smaller organisations have greater flexibility but this can only be used to advantage if sensitive to the market's changing nature. Financial institutions will become more marketing oriented in seeking to attract customers and differentiate services.
Evaluation of Financial Institutions by Bank versus Savings & Loan Customers: An Analysis of Factor Congruency
Authors: Arora Raj , Tamer Cavusgil S. , Nevin John R.
Published: January 2008

The usefulness of factor congruency analysis in bank marketing research is demonstrated by a study of the financial services market in a large Midwestern American city, utilising data obtained from consumers by mail survey methodology (eliciting a 34 per cent response rate from a sample of 2,000 residents). The analysis technique provided a formal approach to testing stability of factor structures which relate to choice of banks versus savings and loans. The findings established that consumers' criteria in choosing both financial institutions are generally similar, and it is hoped this will lead to further usage of the technique in future banking research.
Putting Product Development in its Place
Authors: Wills Gordon
Published: January 2008

Any strategy for new product development must be the responsibility of the marketing department, with a concerted effort to invite, encourage and reward ideas from other sectors of the organisation. Product development will follow the principles of the product's and customer's life cycle, entailing following through ideas and plans, keeping track of marketplace growth and changes and providing products to match. Bank structure will determine product rise and fall, through effective sales follow‐up and network design. Focus must be business (as opposed to product) development, with products merely a manifestation of perceived market needs and wants.
Credit Unions in Australia
Authors: Elliott Reg
Published: January 2008

Credit unions are financial co‐operatives. They provide personal financial services to their members. In Australia they are very small institutions compared to the national banking and financing companies. Credit unions have formed state organisations to pursue common aims. The national peak body is the Australian Federation of Credit Unions Ltd (AFCUL). The structure, strategy for development and growth, and management of the credit union system is discussed.
Measuring the Marketing Orientation of Retail Operations of International Banks
Authors: McCullough James , Ser Heng Lim , See Khem Gan
Published: January 2008

Intense competition in banking has forced retail banks to take greater interest in customer‐oriented approaches. Because of the increased interest in consumer banking and consumer responses to banking activity, bankers need better ways to evaluate their performance in the consumer banking area. The relationship between the marketing orientation of a bank and consumer satisfaction with its retail operations is examined, using a questionnaire sent to the marketing manager/general manager of each full licence bank in Singapore. Efficiency and courtesy are the most important attributes to customer satisfaction, followed by location convenience. By identifying the order of importance of attributes managers can concentrate their promotional and operational efforts on the more important attributes to achieve higher levels of customer satisfaction.
Formulation of a Model for the Management of International Co‐Financing
Authors: Grimaldi Antonio
Published: January 2008

International co‐financing for development has been a recent innovation of the international banking industry. The World Bank has pioneered the role of “development agency” replacing the more traditional role of “bank” and mobilising other private capital for the development of Third World nations. It is an efficient way of diverting more capital from developed to developing nations, stimulating and accelerating development. A new model based on local, cultural and management attitudes is proposed using the co‐financing formula as the central part of the international funding activity for the development of Third World nations. The goal of this model is not that it should replace all kinds of international projects but stimulate and increase those activities which are more consistent with economic growth. In this way the trend towards development will show real improvement for those countries which already have a socio‐economic infrastructure capable of taking advantage of international financing.
Intention, Attitude and Social Influence in Bank Selection: A Study in an Oriental Culture
Authors: Tiong Tan Chin , Chua Christina
Published: January 2008

Traditional bank selection criteria considered important by many bankers may be less important factors in the oriental culture. A mail questionnaire survey in Singapore with a sample of 87 subjects reveals that social factors are a stronger influence than other variables, probably due to the fact that social and other family ties are closer in oriental culture, and that consumers are more vulnerable to advice from friends, neighbours and family members. Friendly service is important when social factors are not taken into account. Location is not a dominant factor since Singapore is a small city and most banks are conveniently located. From these results bank marketers can develop advertising that stresses the family or friend concept.
How to Measure Your Bank's Personality: Some Insights from Canada
Authors: Kaynak Erdener
Published: January 2008

If meaningful market plans are to be made and strategies developed to implement them, international banks mut have a comprehensive knowledge of customers' attitudes, perceptions of the various services they offer, and the image which customers have of them. Following preliminary data gathering, sampling and a pilot study, data were gathered by means of personal interviews with a sample of 240 Royal Bank of Canada customers and 24 branch managers and/or employees during November 1982 in the town of Halifax. The research supports the hypothesis that the Royal Bank's overall advertising policy in Halifax properly reflects the attributes which are important to the community's bank market. It also supports the hypothesis that the corporate identity of the bank is consistent with the community's image of the bank. The hypothesis that the bank's perception of the ideal bank is the same as that of the market is not accepted.
The Role of Risk in Pricing Retail Loans
Authors: Stanley Thomas O. , Ford John K.
Published: January 2008

An objective method of pricing, where the cost of each component of a product is determined separately, is relevant to the pricing of loans in banking. Relevant factors in this case are a “real rate” of interest, an inflation premium, administrative expenses, a maturity factor and an allowance for credit risk. All these can be accounted for in the pricing of retail loans. This systematic approach enhances the loan pricing procedure and offers an objective way for an institution to establish and monitor the risk level of its portfolio of earning assets. From data it is clear that banking has priced its retail loans well and this brings the evolution of new pricing techniques into question.
Are Non‐Banks Winning in Retail Financial Services?
Authors: Middleton Philip
Published: January 2008

Retail Bankers must redefine their business if they are to compete profitably against non‐bank financial institutions (NBFI) in the consumer market. Banks have hitherto been slow to respond to change and to include NBFI as competitors, recognising only tardily that consumers are becoming more financially sophisticated, that deregulation is moving traditional barriers and technology changing the face of competition. Although NBFI have taken the lead in the consumer fianancial services marketplace, the race has only just begun, and in ten years' time some of the banks represented in today's market will have established strong and profitable positions, due to the development of market‐driven strategies and consumer marketing techniques.
Marketing Bank Services to Corporate Customers: The Importance of Relationships
Authors: Turnbull Peter W. , Gibbs Michael L.
Published: January 2008

The key to successful performance in the market for corporate accounts lies in the management of customer relationships. Key existing and potential customers must be identified, and the development of long‐term relationships with these targeted accounts requires important research, planning and operating decisions and associated long‐term investment. A growing recognition of the importance of the corporate treasurer, and the factors that determine a company's financial responsiveness are explored, together with the concept of relationship banking, with its long‐term goals looking to banking advantages over a lengthy time span.
The Bank Marketing Scene in Saudi Arabia
Authors: Habib Ghazi , Yavas Ugur , Kassem Sami , Al‐Modaifer Khalid
Published: January 2008

The macro‐environment of the banking industry in Saudi Arabia is considered, the development of commercial banking is discussed, and present banking activities with regard to branches, services and promotion are examined. This comprehensive look at the Saudi bank marketing scene draws on the work of published writers, interviews with banking officials and the authors' own observations and experiences.