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This paper briefly discusses inter-modal coordination of transport services from a perspective of what could be called diversity-based mobility policy. It examines the framework conditions for inter-modal competition and coordination under an approach to transport policy making that reflects the broad variety of mobility needs and aspirations in market economies and reflects the social opportunity costs of alternative ways of addressing the demand for mobility. The paper discusses integrated land-use planning and transport policy making, the importance of institutional frameworks for integrated transport planning and the fiscal framework for inter-modal competition, including in relation to external costs. Competition for resources between freight and passenger services is considered as well as truly inter-modal issues. The paper was prepared for the National Transport Development Policy Committee of the Government of India following a Workshop in Delhi in February 2012, supported by the World Bank, Ausaid and the International Transport Forum. At the request of the Committee the paper focuses mainly on transport policy making in Europe but it also draws on experience in Japan, Russia and North America.

This paper briefly discusses inter-modal coordination of transport services from a perspective of what could be called "diversity-based mobility policy". It examines the framework conditions for inter-modal competition and coordination under an approach to transport policy making that reflects the broad variety of mobility needs and aspirations in market economies and reflects the social opportunity costs of alternative ways of addressing the demand for mobility. The paper discusses integrated land-use planning and transport policy making, the importance of institutional frameworks for integrated transport planning and the fiscal framework for inter-modal competition, including in relation to external costs. Competition for resources between freight and passenger services is considered as well as truly inter-modal issues. The paper was prepared for the National Transport Development Policy Committee of the Government of India following a Workshop in Delhi in February 2012, supported by the World Bank, Ausaid and the International Transport Forum. At the request of the Committee the paper focuses mainly on transport policy making in Europe but it also draws on experience in Japan, Russia and North America.

Transport figures prominently on green growth agendas. The reason is twofold. First, transport has major environmental impacts in terms of greenhouse gas emissions, local air emissions and noise. And managing congestion more effectively is part of the broader agenda for more sustainable development and better use of resources invested in infrastructure. Second, a large part of public expenditure to stimulate green growth is directed at transport sector industries. This concerns most notably alternative vehicles, and particularly electric cars, a key part of strategies to decarbonise transport. Several countries also financed car scrapping and replacement schemes as a short term response to the 2008 financial crisis. The primary goal here was counter-cyclical stimulus for the car manufacturing industry with, in most cases, a secondary goal of reducing CO2 emissions and fuel consumption through fleet renewal. Some governments also include investment in high speed rail as a central element of longer term green growth policies, aiming at a shift in passenger traffic from cars and short haul aviation to rail.

Discussion questionsCase study and discussion questions; 05 Leadership, communication and organizational effectiveness; Learning objectives; Introduction; Why is leadership so topical?; What is leadership?; Categories of leadership theory; Critical management scholarship; New approaches to leadership; Discussion questions; Key learning points and conclusions; Case study and discussion questions; 06 Talent management; Learning objectives; Introduction; Talent management versus HRM; The OB perspective; Talent identification; Strategic talent management; Emerging issues in managing talent.

This paper investigates qualitatively the involvement of Human Resources (HR) professionals in executive remuneration governance within large UK public companies and similar organisations, considering the complex interplay of institutional, social and cognitive factors that influence executive pay decisions. Through interviews with senior HR professionals and focus groups involving mid-ranking HR professionals, the study identifies key themes, challenges and opportunities faced by HR in navigating the executive remuneration landscape. The study contributes to a more nuanced understanding of the sociological and psychological dimensions of executive pay governance. The findings highlight the practical implications for HR professionals, emphasising the need for active engagement with diverse stakeholder groups, fostering a culture of openness and transparency to ensure that executive pay practices and associated processes align with organisational values and societal expectations, while underscoring the value of learning from diverse perspectives and practices.

PurposeThe purpose of this paper is to understand how those involved in executive pay determination in large publicly quoted UK businesses see the role of diversity within remuneration committees (Remcos) as enabling the input of different perspectives, which can enhance their decision-making and potentially improve pay outcomes.Design/methodology/approachQualitative, semi-structured interviews were undertaken with 18 high-profile major-enterprise decision-makers and their advisers, i.e. non-executive directors (NEDs) serving Remcos, institutional investors, executive pay consultants and internal human resources (HR) reward specialists, together with data from three focus groups with 10 further reward management practitioners.FindingsRemco members recognise the benefits of social category/demographic diversity but say the likelihood of increasing this is low, given talent pipeline issues. The widening of value diversity is considered problematic for Remcos' functioning. Informational diversity is used as a proxy for social category/demographic diversity to improve Remcos' decision-making on executive pay. While the inclusion of members from wider social networks is recognised as potentially bringing a different informational perspective, the social character of Remcos, reflecting their elite nature and experience of wealth, appears ingrained.Originality/valueOur original contribution is to extend the application of upper echelons theory in the context of Remco decision-making to explain why members do not welcome widening informational diversity by appointing people from different social networks who lack value similarity. Instead, by drawing views from employees, HR acts as a proxy for social network informational diversity. The elite, upper-echelons nature of Remco appointments remains unchanged and team functioning is not disrupted.

PurposeThe purpose of this paper is to examine how and why individuals involved in executive remuneration (top pay) decision-making consider quantum as being appropriate rather than excessive, theorised under the rubric of accountability.Design/methodology/approachIn-depth interviews were conducted with non-executive directors (NEDs) serving on remuneration committees (Remcos), institutional investors, their external advisers and internal HR reward experts. Transcripts were analysed using NVivo and the Gioia qualitative methodology.FindingsDefining, measuring and applying performance conditionality in the determination of top pay quantum such that it aligns with company strategy/culture and values, as well as individual recipient motivations, is difficult. While creative approaches to setting top pay so as to attract, retain and motivate key personnel are welcomed, these risk Remco members' personal/organisational reputations. Members recognise disconnection between top pay quantum and general pay levels and how the media highlights social inequality leading to public distrust. They believe they can contribute to more socially acceptable quantum by applying their own values in top pay decision-making.Originality/valueSanctions-based, trust-based and selection/peer networks/felt-based accountability theory is used to explain decision-makers' actions when determining top pay quantum. This paper extends felt accountability theory to encompass public/societal accountability in the context of the appropriateness of top pay quantum decisions.

PurposeThe purpose of this paper is to examine how individuals involved in top pay determination view their role and accountabilities, and capability development needs, theorised under the rubric of professionalisation.Design/methodology/approachA qualitative research approach draws upon in-depth interviews with non-executive directors serving on remuneration committees (Remcos), institutional investors, their external advisors, and HR reward experts.FindingsRegulation has addressed remuneration committee resourcing implications but has yet to consider the ramifications for implied professionalisation requirements for the independent actors involved. Non-executives' and institutional investors' professional engagement is potentially hindered by the capability and capacity required for the activities involved and, for NEDs, the reward attached.Research limitations/implicationsFurther research is needed to evaluate professionalisation initiatives by top pay regulators and assess their impact on executive remuneration in practice.Practical implicationsThorough induction, tailored training, and continuous professional development are crucial to quality executive remuneration decision-taking; organisational and regulatory attention to these issues is required along with widening NED selection and recognition criteria.Originality/valueThis paper provides new knowledge on how top pay decision-takers view their role, the competencies required, and necessary professional development needed to achieve organisational competitive advantage. It reveals a potential dark side to top pay decision-taker professionalisation if individuals repurpose themselves as occupants of part-time executive roles undermining corporate executives.

PurposeThe purpose of this paper is to examine managerial opinion regarding human resource management (HRM) practices in eastern Nigeria (western Africa).Design/methodology/approachThis paper is informed by a survey administered to a small sample of Nigerian HR practitioners (n = 50 usable responses, 25 per cent response rate), replicating earlier work in different regions of the same country.FindingsNigerian HR practitioners appear open to people management practices under the HRM rubric. But rather than predicting convergence with western‐inspired approaches, evidence suggests that cultural and institutional influences on how normative HRM may be interpreted and acted on may result in a blend of transplanted and indigenous managerial behaviour.Practical implicationsSensitivity to individuals' socialization as well as economic, historical, political, and social contexts may enable multinational organizations to capitalize on the potential to transplant forms of HRM from parent country cultures to developing countries such as Nigeria, at least among managerial employees.Originality/valueThe paper augments and builds on limited empirically informed research to date on people management issues in African country contexts, helping to ground consideration of abstract debates in the literature around convergence and divergence in culturally and institutionally embedded managerial practice.