Ethnicity and low wage traps: favouritism, homosocial reproduction and economic marginalization

This article analyses the relationship between cultural difference, social connections and opportunity structures using interview evidence from low-paid workers and managers in local government, the health service, facilities management and housing. Exploring the operation of homosocial reproduction it reveals the double-edged nature of informality and the role of favouritism in particular in perpetuating ethnic advantage and privilege. While demonstrating that uses of homosocial reproduction need to be sensitive to intersections of identities or categories of difference, the article adds further evidence of the persistent gap between equal opportunities policies and practice for ethnic minorities in the United Kingdom labour market. The article concludes that stronger forms of positive action, and even positive discrimination, are needed to address the low pay traps and restricted opportunities of ethnic minority workers

Health-related quality of life after treatment for bladder cancer in England

Background Little is known about quality of life after bladder cancer treatment. This common cancer is managed using treatments that can affect urinary, sexual and bowel function. Methods To understand quality of life and inform future care, the Department of Health (England) surveyed adults surviving bladder cancer 1–5 years after diagnosis. Questions related to disease status, co-existing conditions, generic health (EQ-5D), cancer-generic (Social Difficulties Inventory) and cancer-specific outcomes (Functional Assessment of Cancer Therapy—Bladder). Results In total, 673 (54%) patients responded; including 500 (74%) men and 539 (80%) with co-existing conditions. Most respondents received endoscopic treatment (60%), while 92 (14%) and 99 (15%) received radical cystectomy or radiotherapy, respectively. Questionnaire completion rates varied (51–97%). Treatment groups reported ≥1 problem using EQ-5D generic domains (59–74%). Usual activities was the most common concern. Urinary frequency was common after endoscopy (34–37%) and radiotherapy (44–50%). Certain populations were more likely to report generic, cancer-generic and cancer-specific problems; notably those with co-existing long-term conditions and those treated with radiotherapy. Conclusion The study demonstrates the importance of assessing patient-reported outcomes in this population. There is a need for larger, more in-depth studies to fully understand the challenges patients with bladder cancer face

The shackled runner: time to rethink positive discrimination?

This article argues a case for reconsidering positive discrimination as a viable and necessary policy intervention to speed up the progression to equality in the workplace. It provides counter-arguments to the four main objections to positive discrimination: the failure to select the ‘best’ candidate, the undermining of meritocracy, the negative impact on the beneficiaries and the injustice of reverse discrimination. It concludes that positive discrimination provides the necessary structural conditions in order for radical, transformative change towards equality to take place.diversity; equality; equal opportunity; meritocracy; positive discrimination; social justice

Controlling management to deliver diversity: prospects and limits

This study explores the attempts by executives in an organisation with a strategic business case for diversity and inclusion to close the equality implementation gap—between what is espoused and what is achieved—through greater control over managers in order to direct their actions towards pro‐diversity objectives, with a specific focus on gender and ethnicity in the internal human resource development processes. Drawing on agency theory and exploring data from interviews with executives and senior managers in an exemplar case study (the UK division of a multinational professional services organisation), the study shows how increased control through mandatory diversity training, diversity targets and diversity monitoring can push managers towards making progressive steps but is ultimately constrained by the need for management discretion. The actions and counter narratives by managers reveal the limits of control and expose tensions in an approach that combines attitudinal change with behavioural control. The agency of managers means the equality implementation gap can be reduced but never completely closed

Counting angels: a comparison of personnel and HR specialists

This article uses data from the 1998 Workplace Employee Relations Survey to explore the extent to which the characteristics and job-related activities of specialists who use the title 'human resources' differ from those who use the title 'personnel'. The results demonstrate that specialists using the HR title are better qualified than those using the personnel title and they are more involved with strategic planning. Additionally, employee development is more likely to be included in strategic plans, and there is slightly greater evidence of devolution of responsibility to supervisors where the specialist uses the HR rather than the personnel title. Finally, several practices commonly associated with HRM, such as personality tests, attitude surveys and off-the-job training, are more likely to have been adopted in workplaces that have an HR specialist than in those that have a personnel specialist

A Dictionary of Human Resource Management

Nearly 2,000 entriesThis authoritative dictionary contains succinct, expert definitions that are used in the fields of Human Resource Management and Employment Relations. It covers all areas of Human Resource Management, including recruitment and selection, training and development, performance management, reward, industrial relations, and the design of work and organizations. Theoretical terms and concepts are clearly explained and the main institutions, legal terms, and public policies that are relevant to Human Resource Management are all defined.This new edition of the dictionary has been thoroughly revised and updated to take into account the latest developments in areas such as the gig economy, talent management, international Human Resource Management, critical management studies, and employee engagement. This is a vital companion for students and practitioners in the fields of Human Resource Management and Employment Relations and is an essential resource for anyone studying or working in this important area of management practice.</p