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For more than two decades it has been widely acknowledged within the management literature that the evaluation of change rarely takes place within organizations, yet little coherent explanation has been offered as to why this should be so. This article reports on research undertaken in two UK public sector organizations, to explore the reality of evaluation in the context of change, with the intention of identifying the barriers to evaluation that existed and the factors that created them. The analysis of the empirical evidence led to the identification of two distinct types of barrier to evaluation, labelled primary (factors that act against an evaluation being undertaken) and secondary (factors that arise during an evaluation process). Primary barriers were rooted in contextual factors contained in the organization's history and culture; the background against which the change initiative took place. Secondary barriers relate directly to the choices and decisions involved in the evaluation process itself and therefore only become significant once a decision to undertake an evaluation has been made. In combination, they offer an explanation for the exclusion of the evaluation stage in many change initiatives.

Abstract: Assisted reproductive technologies (ARTs) have helped heterosexuals, lesbians, and gays fulfill desires to become parents. In this article, we identify assumptions upon which parentage rights in the United States are based. Examining recent legal decisions in California concerning 3 families headed by lesbian parents who used ARTs, we find that existing law inadequately addresses the circumstances of same‐gender parents. Using the concepts of child‐centered analysis and moral parenthood, we build policy recommendations that can serve as guidelines for states in developing comprehensive legislation. These recommendations ensure equity in court decision making for same‐gender couples and their children.

PurposeTo introduce the reader to a new way of understanding how the glass ceiling, the informal mechanisms and structures that slow or prevent women's advancement, may be configured, using capabilities theory.Design/methodology/approachCapabilities theory is used as an analytical lens to evaluate the nature of interaction between the senior women's "internal capabilities" (their readiness to act), and the external "work environment" (work and non‐work factors) that in combination with internal capabilities, constitute combined capabilities. In particular, we reflect on how the character of combined capabilities might effect senior women's perception of ambition and risk and the choices that are made during the "career journey".FindingsFrom a capabilities perspective, it can be argued that the remit of HRM policy makers regarding the careers of women attempting to break through the glass ceiling needs to be broadened, particularly by those organisations not only wishing to enhance their corporate social responsibility with regards to existing and potential employees but also those wishing to deepen their understanding of workplace inequality.Originality/valueThis paper adds to our understanding of women's career journeys, and is likely to be of interest also to those researching the in areas of workplace equality and diversity and HRM policy and practice.

Empowerment has been described as providing local management with a clear framework within which to manage, with the maximum devolution of responsibility and with the skills and confidence to accept it. Despite their wide adoption there is a dearth of research which elevates the voice of those on the receiving‐end of such empowering strategies, especially as applied in public sector organisations. This paper examines the impact of a five‐year empowerment programme, as perceived by the managers and staff within a "Next Steps" agency. Based on individual and group interviews with 75 staff, it is found that the programme is associated with a number of new working practices and a shift in management attitudes but the extent to which these are experienced as empowering varies considerably.

An organization's human resource management (HRM) policies and their implementation have long been claimed to influence trust within an organizational environment. However there has, until now, been a limited examination of the relationship between the two. In this unique book, the contributors explore the HRM cycle from entry to exit, and examine in detail the issue of trust and its links with HRM. Each chapter takes an aspect of HRM including; selection, performance management, careers and personal development, training, change management and exit, and offers a new understanding and insight into the role, importance and challenges to trust within these processes. -- 'This is an extremely welcome and timely contribution which extends our understanding of the relationship between trust and HRM in organizations, a relationship which has until now been under explored. This excellent edited collection explores trust in the context of HRM stage by stage from pre-entry to exit in a thoughtful and provocative way. In each chapter leading scholars in the trust and HRM fields highlight critical issues for both researchers and practitioners to consider. Key reading for anyone interested in how HRM can enhance and develop trust and how trust can contribute to the success of HRM.' (Antoinette Weibel, University of Konstanz, Germany and President of First International Network on Trust).

Traditional approaches to management which incorporate top‐down systems of control do not readily accommodate the need, imposed by a changing business environment, for more flexible methods of harnessing the knowledge and commitment of employees. In this situation, trust has been recognized as an important factor for organizational success but any relaxation of control may be constrained by the demands of accountability to internal and external stakeholders. In this paper, we illustrate the complexity of the relationship between trust and control in the context of corporate governance by examining the internal audit technique of control self‐assessment. We argue that the dependence of control processes on trust has been insufficiently explored and that neglecting to consider the reciprocal nature of trust relationships from an employee perspective may hamper the effectiveness of control systems designed to enhance accountability.

Here, we review case law as it applies to parental rights. Specifically, we examine two issues: (a) Who has been awarded the right to parent? and (b) What rights have been bestowed to parents? The review demonstrates how family law in the United States reflects and perpetuates society's ambivalence about family structure and, subsequently, parental rights and responsibilities. On the basis of this analysis, we recommend a broadened legal perspective that not only communicates society's expectation of responsible parenting but, in addition, gives legal recognition to diverse family forms in which members carry out these responsibilities.

Trust is typically portrayed as beneficial to all concerned; something which is inherently good. In this article we focus on interpersonal trust and argue that, while there are undoubted benefits, trust can also be problematic; there are circumstances in which it can become a 'poisoned chalice' for one or other of the parties involved. We question whether the potential for negative experiences in relation to trust has been fully explored and argue that its true dark side lies within the dynamics of the trust relationship. From this stance we use the social exchange and gift giving literatures to re-appraise trust in a way that highlights the importance of expectation and intent and demonstrates the circumstances in which trust may not be beneficial for one of the parties involved. We conclude with a research agenda which we believe will further develop our understanding of this complex human interaction.