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Managing sustainability is fast becoming critical to business success - to meeting customer and stakeholder expectations. The Sustainability Pocketbook is for managers who want to get involved in this area but are not sure where to start or what they can realistically do. You may not have direct responsibility for environmental issues within your job, but you can make a difference. Starting by defining and demystifying the topic, the Sustainability Pocketbook sets out a model for sustainability within six main areas of activity (environment, workplace, supply chain, marketplace, stakeholders a

Research has indicated that employees who remain within an organization after significant downsizing or delayering will experience adverse effects as profoundly as those who have left. This phenomenon has been labelled the "survivor syndrome". This article first of all examines data from an employee opinion survey in a large UK financial institution following sequential and significant restructuring. The empirical findings contradict some propositions suggested in former studies in that evidence of "survivor syndrome" was not apparent. Second, the article explores possible reasons for the non‐existence of the syndrome. The findings are discussed in the light of the process of the redundancy programme.

Much research has been directed towards women in management over the past 20 years. Results show that, despite progress being made towards gender equality as to career opportunities, there are still real differences between the sexes in career development and entry to top management levels. Contemporary thinking (Evetts, 1993) suggests that gender‐related research should focus on the development of women's career prospects in terms of promotion once organizational or professional entry has been established. In line with this, the study reported in this paper (n = 846) was designed to examine and evaluate the potential and actual gender differences in the perception of appraisal systems and career development. Using a closed questionnaire measuring relevant demographic variables and ensuring control of others (educational background, salary, age, tenure, gender, hierarchy level) a number of motivational and attitudinal variables (needs for achievement, control, organizational, job and career satisfaction, organizational commitment) were identified as being relevant to self, peer and manager appraisal processes. Results suggested that gender differences in the reported evaluation of such systems may be detected. Gender variances were found in the cognitive bases of employee work‐oriented attitudes and these were reflected through measures of perceptions of the utility and relevance of formal organizational appraisal systems. Overall, the results indicated that females and males use different information bases when evaluating performance appraisal systems.

Warns that the psychological contract, an implicit agreement between the individual and organization, is at risk when the organization undergoes change. Reports a survey, the results of which indicate that, while companies recognize the importance of people in determining the success of change programmes, more than half the organizations surveyed do not assess people's ability to adapt to change. Furthermore, reveals that the organizations which do measure capacity for change appear to be using inappropriate instruments. Describes how the concept of "resilience" can be used to facilitate the identification of the cultural factors within organizations which have a protective effect against the negative impact of organizational change, and outlines the development of an instrument to measure organizational resilience, the "resilience audit".

PurposeThe purpose of this paper is to explore how organisations can develop leaders who have the competences necessary to ensure the sustainability of the company. It considers how the understanding and practice of responsible leadership can be enhanced by defining the competencies for integrating social and environmental considerations into business decision‐making processes.Design/methodology/approachThe research comprised two phases. An initial questionnaire surveyed a sample of managers operating in the public and private sectors in Europe (n=108). A second stage of the research used in‐depth interviews with 11 leading European‐based multinational companies.FindingsResults indicate that, whilst the qualities and skills of responsible leadership can be identified, a further mediating concept deemed to be "reflexive abilitites" is posited as required to explain their translation into individual managerial behaviours. The paper describes the nature of these reflexive abilities.Research limitations/implicationsA key limitation of the research is the small sample size, both for the survey and for the interviews. Further research is needed to develop a clearer understanding of the nature and functioning of the "reflexive abilities" and to establish the robustness of these concepts.Practical implicationsThe results of the research support the current awareness amongst management educators that the development of successful business leadership requires more than training in "hard" business functions. Although the importance of experientially learned "soft skills" has been acknowledged, the paper suggests that the development of responsible leadership needs a third dimension to be incorporated into management education.Originality/valueThe paper suggests that "reflexive abilities" should be developed as core competencies in management development. For the development of responsible leadership it is necessary to foster the intellectual capacities to reflect upon, synthesise and integrate local and global business information in a way that leads to a new interpretation of both factual and emotional data. These abilities may enable leaders to develop new ways of thinking and new business models which will ensure the sustainability of their businesses. The paper explores the implications for those responsible for designing and delivering management development programmes.

This study examined the relationship between job performance and prosocial behavior at work using several variables that to date have received little or no attention in the literature. It focuses on employees' need for control, need for achievement, and the more commonly studied variable of organizational commitment as direct predictors of prosocial behavior and ultimately as indirect antecedents of job performance. Eight hundred and forty-six employees from 41 organizations participated in the study. Structural Equation Modeling (SEM) supported a direct relationship between need for achievement and job performance. However, no relationship was found between need for control and job performance. Moreover, when both personality variables were controlled for, the effect of prosocial behavior and commitment on job performance disappeared. This finding suggests that further work on the mediating effects of prosocial behavior and commitment on job performance is needed. Additional suggestions are given about the relationships among, and implications of, prosocial behavior, job performance, attitudinal, and personality variables.