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PurposeThe purpose of this paper is to explore the relationship between managerial values and preference for hiring of low caste and female job candidates in the context of the six decades of affirmative action in India.Design/methodology/approachA sample of managers from India filled in a questionnaire indicating their beliefs and values concerning the Indian reservation system, social activism and minority employment. Subjects also made hiring choices in a simulated decision environment.FindingsFindings indicate that managers were marginally in favour of hiring minority candidates and that their values and beliefs concerning minority employment of low caste and female job candidates were mixed.Research limitations/implicationsThe study used self‐reported questionnaires, and the sample size was small. Future studies are recommended to overcome the limitations.Practical implicationsManagers responsible for making hiring decisions should be trained and educated in the need for equity, justice and diversity in the workplace.Originality/valueThis investigation provides empirical evidence linking managerial beliefs and values to hiring preferences of minority job candidates.

Russia, East Germany, and India are just a few of the many countries around the world which have opened up their economies to global trade in the last decade. This trend has forced organizations, especially state-owned enterprises, to face a changing environment, one driven by innovation, efficiency, competition, and marketing. Privatization of these enterprises has been taking place at record speed. National and multinational organizations have replaced state-owned operations in hopes of boosting a nation's interantional competitiveness and economic growth. However, privatization alone will not solve the many problems created by open market trade. The vitality of these economies may well depend on the nation's ability to foster its own entrepreneurial sector of small businesses. Continual training of these business is needed to ensure economic goals are reached. Each nation must determine the training needs of these businesses through needs analysis studies. A framework, based on a study conducted for the South Texas Regional Small Business Development Center (SBDC) located in San Antonio, Texas, is provided. Results indicate that the most frequently cited problem areas by small businesses fall into two general categories: Finance and Governmental Relations. The level of concern for the areas identified has been found to vary by the age of the business. However, the need for basic business skills, such as marketing, finance, and accounting, is ever present in differing degrees of specialization. Seminars and a mixture of communicational tools were found to be the most effective delivery system for the information required by businesses in the region. In addition, factor analysis was used to group together specific problematic areas for small businesses in the region. Seven dimensions were identified and include the following: Work force development, financing and legal issues, marketing, technology issues, daily operations, and selling.

ABSTRACTThis paper reviews studies which deal with variations in the practice of human resource management (HRM). The main issues / questions addressed are the sources of variations in HRM practices and why researchers express widely divergent opinions regarding roles played by HRM functions. A conceptual framework about variations is presented for the benefit of future research on, and practice, of human resource management.RésuméCet article passe en revue les études ayant trait aux différentes pratiques de la gestion des ressources humaines (GRH). La présente recherche vise à comprendre quelles sont les sources de variation dans la pratique de la GRH et pour quelles raisons les chercheurs expriment des opinions irès divergentes en ce qui concerne les fonctions de la GRH. On présente ici un schéma conceptuel pour expliquer ces variations, ce qui devrait servir la recherche future sur la pratique et la gestion des ressources humaines.

In this paper a brief review of the major contingency leadership theories is made. A study testing Fiedler's contingency model of leadership effectiveness is also reported here. It is suggested that longitudinal study of the leadership process encompassing the leader, his subordinates, and the situation needs to be made; the exact nature of the contingency relationship also needs to be examined systematically.