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This article examines how operational managers are interpreting the management of diversity in practice. It is explicitly concerned with the way in which managing diversity was understood and applied in one large, long-established British retailing company. The findings suggest that while the business benefits attributed to diversity management are appealing to employers, it is a concept that lacks clarity for line managers both in terms of what it is and how it should be implemented within the anti-discrimination legal framework. Line managers, familiar with the value of demonstrating a common approach in their decision-making as the key means of defence against claims of discriminatory treatment, regarded a diversity management agenda concerned with recognising and responding to individual differences as more likely to lead to feelings of unfairness and claims of unequal treatment. It will be argued that, in the implementation of organisational diversity initiatives, employers need to take greater account of the tensions facing line managers, their interpretation of diversity management and perceptions of fair treatment as well as the operational context.

This paper explores how the contribution of specialist HR services is being evaluated in the context of best value performance reviews in local government. It examines the perceptions that HRM and line managers have of their respective HR responsibilities and of the contribution made by the specialist function. Dilemmas involved in measuring a function whose contribution is mediated through the work of others are identified. The extent to which the best value review process will promote continuous improvement in HR practices and its value as a mechanism for identifying good HR practices and establishing criteria for measuring their effectiveness is discussed. Copyright © 2002 John Wiley & Sons, Ltd.

Demonstrating procedural justice through a focus on the psychometric job-related approach to selection continues to be the most effective means for employers to meet legal requirements and potential claims of unfair treatment. A study of selection practice in a large local UK City Council reports how a structured, highly ‘job-focused’ approach can result in negative perceptions about the fairness of the process, its outcomes and effectiveness. Its findings reveal an organizational dilemma – how to develop selection systems that are sufficiently robust in terms of demonstrating maximum procedural fairness and objectivity to withstand potential litigation but are sufficiently flexible to accommodate those other factors which influence individual perceptions of fairness. It considers the future of the highly structured approach in the light of pressures to develop selection processes which can meet the needs of rapidly changing organizational structures as well the expansion of anti-discrimination legislation and litigation.

Small firms are a major and growing provider of employment and are playing a vital role in economic regeneration. The contribution of contemporary, relevant and focused management techniques to enhance competitive advantage is crucial, especially in performance management and reward systems. The performance management systems of large organizations simply cannot be scaled down to fit the smaller enterprise which often exhibits a radically different management process and operating context. The skills and abilities of managers are fundamental to the success of any performance management system. Consistency and clarity in both design and implementation are essential features. Smaller enterprises need to be aware of the paradox of formalized performance management systems which may erode the flexibility, innovation and team working required for long-term success and strategic health.