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The purpose of this study is to explore the role of professional and leader identity and the maintenance of identity, through identity work as IT professionals transitioned to a permanent hybrid role. This study therefore contributes to the under-researched area of permanent transition to a hybrid role in the context of IT, where there is a requirement to enact both the professional and leader roles together.

The study utilised a longitudinal design and two qualitative methods (interviews and reflective diaries) to gather data from 17 IT professionals transitioning to hybrid roles.

The study findings reveal that IT professionals engage in an ongoing process of reconciliation of professional and leader identity as they transition to a permanent hybrid role, and they construct hybrid professional–leader identities while continuing to value their professional identity. They experience professional–leader identity conflict resulting from reluctance to reconcile both professional and leader identities. They used both integration and differentiation identity work tactics to ameliorate these tensions.

The longitudinal study design, the qualitative approaches used and the unique context of the participants provide a dynamic and deep understanding of the challenges involved in performing hybrid roles in the context of IT.

This paper seeks to analyse trade unions’ approaches to equal opportunities in Scotland, focusing on issues of: recruitment of membership from different groups; promoting diversity in post‐holding; and the role of “key equalities issues” in collective bargaining.

The paper draws on in‐depth interviews with equalities officers of 26 unions in Scotland. The analysis takes as its starting point the three models of equality policies identified by Rees: the “sameness”, “difference” and “transformation” models.

The paper argues that, although some equalities officers demonstrated a thorough understanding of the issues, union approaches to equalities in practice reflect the “sameness”, and to some extent “difference”, models: attacking direct discrimination and insisting that members should be treated the same, establishing some limited mechanisms to reflect on the different needs of groups, but being less able to tackle the underlying structural causes of inequality. It is suggested that unions need to develop a more sophisticated analysis of equal opportunities which fully reflects the differences between the experiences of groups of workers and which challenges the fundamental, structural inequalities within (and therefore seeks to transform) organisations and labour markets. A key element of this agenda must be the mainstreaming of equal opportunities within collective bargaining.

Further research is required on how unions are beginning to deal with the issues raised in the paper. The paper is also limited to the views of individual equalities officers – further research on local practice is required.

The findings will be of interest to organisations engaged in equalities work and unions seeking to develop policy and practice in this area.

The paper will add to the literature on unions’ approaches to equalities. It applies the Rees model to extensive new data, and is the first major piece of research to address these issues within the Scottish policy context.

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

Contributes to debates about employee involvement and social partnership by exploring the ways in which individualist and collectivist aspects interrelate in a single initiative in the National Health Service. Identifies a particular form of employee involvement in which partnership is integral. Draws on a case study of one NHS Trust over a period of 18 months, using individual and group interviews with senior and line managers, union officials, shop stewards and staff. Argues that tension between collectivism and individualism becomes more acute lower down the organisation where line managers are responsible for implementing change. Highlights how understanding of involvement and partnership change over time and how a climate that is more amenable to union organisation can be created.

This purpose of this paper is to engage two enduring sets of assumptions within nursing: firstly, that woman with children should prioritise the care of children; and secondly, that nursing standards require nurses to put their profession above other priorities. Commitment is linked to full-time working which contrasts sharply with the reality for many women with children who need to work part-time and are not able to change or extend working hours

This qualitative research involved the use of 32 in-depth interviews with 32 female registered nurses with children and without children. They were employed in “acute” nursing, aged between 25 and 60 years, and in registered grades “D” to “senior nurse manager”. They worked or had worked on a variety of employment conditions, some, but not all, had taken career breaks. The rationale for exclusively selecting women was based on the need to identify and describe organisational, situational and individual factors related to women and the associations and barriers which affected their careers.

In a female-dominated profession, we find the profession resisting attempts to make the profession more accessible to women with young children. The career progression of women with children is inhibited, and this is driven in part by a determination to maintain “traditional” employment practices.

This paper develops Heilman’s argument that gender perceptions, by both males and females, can be biased against women, and these produce gender inequalities in employment. These findings are relevant across many areas of employment, and they are significant in relation to broadening the debate around equal opportunities for women.

After many years of equal opportunities legislation, motherhood still limits womens' career progress even in a feminized occupation such as nursing. While the effect of motherhood, working hours, career breaks and school aged children upon career progression has been discussed widely, its actual scale and magnitude has received less research attention. The purpose of this paper is to examine the impact of these factors individually and cumulatively.

This paper considers the impact of the above through a longitudinal analysis of a demographically unique national database, comprising the 46,565 registered nursing workforces in NHS Scotland from 2000‐2008. The variables examined include gender, employment grades, number and length of career breaks, lengths of service, age, working patterns, the number and age of dependent children.

The results indicate: motherhood has a regressively detrimental effect on women's career progression. However, this is a simplistic term which covers a more complex process related to the age of dependent children, working hours and career breaks. The degree of women's restricted career progression is directly related to the school age of the dependent children: the younger the child the greater the detrimental impact. Women who take a career break of greater than two years see their careers depressed and restricted. The results confirm that whilst gender has a relatively positive effect on male career progression; a women's career progression is reduced incrementally as she has more children, and part‐time workers have reduced career progression regardless of maternal or paternal circumstances.

This paper is the only example internationally, of a national workforce being examined on this scale and therefore its findings are significant. For the first time the impact of motherhood upon a women's career progression and the related factors – dependent children, career breaks and part‐time working are quantified. These findings are relevant across many areas of employment and they are significant in relation to broadening the debate around equal opportunities for women.

Presents 35 abstracts from the 2001 Employment Research Unit Annual conference held at Cardiff Business School in September 2001. Attempts to explore the theme of changing politics of employment relations beyond and within the nation state, against a background of concern in the developed economies at the erosion of relatively advanced conditions of work and social welfare through increasing competition and international agitation for more effective global labour standards. Divides this concept into two areas, addressing the erosion of employment standards through processes of restructuring and examining attempts by governments, trade unions and agencies to re‐create effective systems of regulation. Gives case examples from areas such as India, Wales, London, Ireland, South Africa, Europe and Japan. Covers subjects such as the Disability Discrimination Act, minimum wage, training, contract workers and managing change.

Discusses the ethical and legal complexities of confidentiality in counselling where, often, there is uncertainty about what the optimum practice should be, and when there may also be problems in implementing ethical practice. Reports on the codes of practice, published by the British Association of Counsellors, which are intended to clarify this situation. Discusses confidentiality and the law, and a counsellor′s conflicting obligations to client and employer.

The purpose of this paper is to profile the WHATT theme issue “Is talent management a strategic priority in the hospitality sector?” with reference to the experiences of the theme editor and writing team.

This paper uses structured questions to enable the theme editor to reflect on the rationale for the theme issue question, the starting point, the selection of the writing team and material and the editorial process.

It identifies five re-occurring themes as being particularly relevant to hospitality organizations when considering a strategic approach to talent management. They are the role of line managers in employee development and well-being; talent management being used as a lever for culture change; the importance of contextualizing approaches to talent management; the need for new and innovative ways of working to achieve a strategic approach to talent management; and barriers to development of a strategic approach caused by economic and day-to-day operational pressures.

The theme issue outcomes provide lines of enquiry for others to explore and reinforce the value of WHATT’s approach to collaborative working and writing.

The collaborative work reported in this theme issue offers fresh insights on the current practice and future priorities for talent management in an industry that struggles to attract and retain employees.