International Journal of Career Management

Christopher Orpen

1995 International Journal of Career Management

doi: 10.1108/09556219510083817

Using a contingency model of the effectiveness of performance appraisal interviews as a framework, examines the extent to which employee job performance and employee relations with their superior moderate the impact of goal setting in the interviews on the important outcomes: employees′ reactions to the interview and their degree of work motivation among 135 non‐managerial employees in a medium‐sized manufacturing company. Hierarchical regression analysis indicated that the impact of goal setting was stronger among poor performers than among good performers, and among employees who had good relations with their superiors than among those whose relations were relatively poor. Advances reasons for these and suggests implications for improving appraisals.

Christine Kerr

1995 International Journal of Career Management

doi: 10.1108/09556219510083826

Discusses human resourcing measures taken and maintaining staff motivation during a difficult, pre‐merger transitional period. Refers specifically to the merger of Lloyds and Midland banks with HSBC Holdings plc.

Tom Redman; Brian P. Mathews

1995 International Journal of Career Management

doi: 10.1108/09556219510083835

Examines the changing employment market in personnel by comparing recruitment advertisements with their counterparts of ten years ago. Variations over time reflect changes in the values of employers and changes in the nature of employment. Finds that the public sector is now more prominent in recruitment, HRM is developing as a specific function, experience requirements are becoming more specific and the Institute of Personnel Management (IPM) qualifications are more in demand. Overall effectiveness of job advertisements has also improved slightly, but there appears to be ample scope for further development.

Bernard Burch O′Bryan; Roger Alan Pick

1995 International Journal of Career Management

doi: 10.1108/09556219510083844

Applying Maslow′s hierarchy of needs, suggests most information systems professionals have unfulfilled needs only at higher levels of the hierarchy. The exact level of the hierarchy will vary from person to person with differences between supervisors and their staff. Proposes that training can fulfil information systems′ personnel needs at several levels.

Martin Large; Mark N.K. Saunders

1995 International Journal of Career Management

doi: 10.1108/09556219510083853

Recent British figures on gender and inequality at work show that, despite extensive legislation and the implementation of equal opportunities policies, there is still widespread structural gender inequality and job segregation. Explores a model of decision making which explains how a combination of both individual choices and organizational blockages maintains the glass ceiling.

Bruce Lloyd; William Bridges

1995 International Journal of Career Management

doi: 10.1108/09556219510083862

Presents the transcript of an interview with William Bridges, author of Jobshift: How to Prosper in a Workplace without Jobs . Argues that the whole, traditional concept of the job is now becoming a historical artefact. As well as discussing challenges for the future, touches upon benchmarking and re‐engineering, leadership and strategy, and the high priority for learning. The transcript is followed by a review of the book.