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This paper explores the use of podcasting as an innovative assessment method for a taught postgraduate module. This includes a discussion around the challenges of introducing a technology-based assessment, results from primary research undertaken with the students and reflections from the teaching team.\ud In 2009 a new approach to assessment required the students to create and record a podcast and then produce a reflective report. These assessment methods address the criteria for 'innovative assessment' proffered by Mowl (1996:5) by aiming to produce students who are:\ud - Highly motivated and committed\ud - Enterprising\ud - Equipped with a range of transferable skills\ud - Capable of self-criticism and evaluation\ud - Active and reactive participants in the learning process\ud From the learning and teaching perspective we know Generation Y students expect us to use the latest technology within teaching and learning and Frand (2000) argues that students have an 'information age mindset'. Developing the skills to research, script and deliver a podcast provides an 'added-value' activity and addresses feedback from students about their concerns about too many assessed presentations and the associated 'death by PowerPoint'. \ud Gribbins (2007:1) suggests that an advantage of podcasts is "the ability to add clarity and meaning, motivation, emotion...". However secondary research suggests that podcasts are mainly used to deliver information to students in lieu of lectures (Murphy, 2008). Whilst this can be useful, it is one-way communication. A contemporary development with similar limitations is academics' use of podcasts to deliver their feedback to students (e.g. the work of Ribchester et al., 2008). The lack of evidence on students designing and recording their own podcasts (and subsequent evaluations) provides a potentially useful opportunity for this study.\ud Primary research was collected in the form of an online questionnaire completed by students and content analysis of students' individual reflective statements that were also part of the summative assessment. Feedback was also provided by the teaching team and technical support assistant.\ud The results demonstrate the perceived benefits of this method of assessment and the transferable skills developed by students (for both current and future roles). The conclusions also provide a series of recommendations for educators who wish to consider the use of podcasts as an innovative form of assessment in the future.

This paper focuses on absence management, one of HR’s most contemporary issues due to the costs to the UK economy, individual organisations, managers and employees. This subject has been the focus of much research but one aspect has remained under-represented; the role of first line managers (FLMs) in managing absence. This work disseminates some of the results of an exciting research project involving ten UK Local Authorities who all have higher than average levels of absence in the same Department: Adult Social Services. Using a combination of qualitative and quantitative methods this work investigates the extent to which managers appear to be managing absence in comparison with best practice criteria. Recommendations from this study include the need for adopting a holistic approach and increased focused support for FLMs. To conclude, yes, managers are managing absence but only just and more work is needed to gain the maximum benefits.

This study investigates the characteristics of first line managers (FLMs) required to manage absence 'effectively' within Gateshead Metropolitan Borough Council. An important theoretical contribution to knowledge is made by focusing specifically on the role and impact of FLMs which is an issue that has previously been identified as being important, but has not been researched specifically. A wide range of literature was explored from the fields of health management, psychology and business management to present a clear picture of the key issues involved in absence management. Discussions are provided on personal, organisational and group level characteristics which have been found to have an association with levels of employee absence, before looking at best practice in the management interventions that can be used. Five major hypotheses were generated from the literature and were further broken down into 21 testable sub-hypotheses. A positivist approach was taken using a quantitative methodology in order to meet the objectives of this study. This consisted of a range of research methods including a survey to FLMs, policy analysis and analysis of internal organisational documents. Using this variety of methods a clear picture of existing practices was developed and then analysed. This extensive methodological approach makes an interesting contribution to this research field and is in response to some earlier criticisms of research designs in this area. The survey results show multiple statistically significant relationships between variables and levels of absence including; the age of the FLMs; the division (p=0.01) and departments (p=0.02) in which the FLMs work, and their levels of knowledge of the organisation's absence management policy and procedures (p= 0.048). This allowed the rejection of the null hypotheses and states that there is an association between these variables and levels of absence of the FLMs' employees. However, there are also other interesting results that are of high practical significance despite the results not being statistically significant. This includes looking at relationships between variables such as career history and relationships with other stakeholders, when correlated with the absence levels of the FLMs' employees. The main results from the other research methods utilised in this study demonstrate that there is some ambiguity over responsibilities for managing absence and that absence management is not fully integrated into associated HR policies. Despite attempts to implement best practice interventions, there remain some indications of differences between rhetoric and reality. Recommendations for the organisation include the need to include supplementary details in their absence management policy and to condense the seven existing documents into one comprehensive policy guide. In addition the organisation needs to support their FLMs so that they understand exactly what their role in absence management entails and how and when they should work in partnership with other stakeholders.

This research explores the challenges faced by hotels in Malaysia, in formulating and implementing strategic human resource management (SHRM). The study addresses the lack of empirical research into SHRM in Malaysian hotels at a time of rapid growth in the Malaysian tourism industry. Building on current debates regarding strategic HRM, including SHRM and business strategy integration, and the role of HR as a strategic partner, this research explores the relationship between human resource management and business strategies, and the challenges of HRM strategy realisation. The thesis has a particular focus on Recruitment and Selection, and Training and Development, as these two functions lie at the heart of how businesses access and develop the critical skills required to implement SHRM initiatives.\ud \ud The study is conducted from a constructivist ontological stance coupled with an interpretivist epistemology. A set of three semi-structured interviews, involving the Chief Executive Officer, HR professional and line manager, were conducted in five leading hotels. Three additional interviews were conducted to gain feedback on the study’s topic from individuals with HR and/or hotel industry expertise. Data were analysed using a priori and data driven coding following King’s (2004) template analysis method.\ud \ud This research reveals challenges in formulating and implementing strategic HRM exist within Malaysian hotels from three analytical levels, namely, organisational, industry and societal. The challenges include the readiness of HR as a strategic partner, the absence of clearly-defined HR-related key performance indicators, labour scarcity, and government policies relating to labour and education. Although this exploratory research may not be generalisable to all Malaysian hotels, its insights into SHRM challenges may be transferable to other similar hotels and resorts. Discussion of the practical implications of the study’s results highlight the actions recommended as necessary for the three target audiences, namely, Hotel Managers (which include CEOs/General Managers, HR professionals and line managers), the Malaysian Association of Hotels, and the Government, to improve professional practice pertaining to strategic human resource management in Malaysian hotels.