This paper investigates the extent to which the technical and social contexts of organizations independently affect levels of workplace trust. We argue that, in an organizational context, trust is not just a relationship between an individual subject (the truster) and an object (the trustee) but is subject to effects from the conditions of the work relationship itself.We describe the organizational context as comprising both a technical system of production (where work gets done through the specification of tasks) and a social system of work (where problems of effort, compliance, conformity and motivation are managed). We analyse the relationship between trust and these two aspects of workplace context (technical and social systems). We also operationalize this in terms of differences between industries, occupational composition and human resource management practices.The model is tested using data drawn from the 1995 Australian Workplace Industrial Relations Survey. The results confirm that differences in industry, occupational composition and HRM practices all impact on levels of workplace trust. We review these results in terms of their implications for future research into the problem of analysing variation in trust at both the workplace and individual levels.

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This paper reports the findings of an exploratory study which identifies aspects of organisational climate that relate to human resource management. A novel data analysis technique was employed to analyse qualitative data from interviews with 50 human resource managers in Australia, Canada and Turkey. The results identify four organisational climate dimensions that focus on HR issues and work environments. Based on the suggestions of the competing values framework and also on the literature concerning studies of societal culture, we labelled these climate dimensions as: 1) collaboration; 2) competition; 3) control; and 4) family-orientation. These dimensions are seen to offer a path for future research on organisational climate and human resource management, and how employee's perceptions of the HR policies, practices and procedures may influence the efficacy of the HR function. Implications for studying these phenomena across different societies are addressed.In the extended debate over the role and function of human resource management (HRM), a focal point has been the contribution that HR practices can make to organisational success -that is, developing human capital that delivers higher performance. Particular emphasis has been placed on the importance of consistency of an organisation's approach to HRM -that the potential contribution of any one human resource (HR) practice is less significant than the degree of consistency across overall sets Correspondence: Nicola McNeil, Senior Lecturer,

The aim of this article is to contribute to the development of our understanding of two aspects of attitude change in Australia. First, both cohort and individual explanations for attitude change are tested empirically. Second, empirical evidence is provided about the nature and scope of change in gender role attitudes amongst males and females, and of different birth cohorts in Australia, as reported in two survey periods: 1994 and 2002. In particular, the question of whether there is empirical evidence of cohort differences in attitudes to gender roles in Australia is investigated. The findings show that birth cohorts display progressively more modem attitudes, but people tend not to change their attitudes as they get older. In addition, men and women have different attitudes to gender roles, with men displaying more traditional beliefs than women. Having more than one child makes women less inclined to express the belief that women should work.

This paper examines changes in the level of institutional confidence in Australia between 1983 and 2005. The principal aim of the paper is to disaggregate the general trend in social trust and overall institutional confidence. Using data drawn from three waves of the World Values Survey undertaken in 1983, 1995 and 2005 we examine whether social trust and confidence have declined and the differing patterns of confidence for different birth cohorts in Australia.The results show a significant decrease in social trust and a large decline in confidence between 1983 and 1995. There was little change in confidence between 1995 and 2005, but social trust returned to the 1983 level over that period. A cohort analysis shows that the oldest cohort, those born before WWII, reported the largest decline in confidence, while by 2005 the baby boomers (or middle cohort born between 1944 and 1955) were the most confident, with the oldest group reporting the least confidence. Throughout the 1990s and early 2000s confidence has been at a much lower level than in the early 1980s.

PurposeThe broad aim of this paper is to investigate whether managers in Australia allocate their time differently than other occupational groups, and the impact gender and life situation (using marital status and presence or absence of dependent children as a proxy) has on time allocation.Design/methodology/approachTo address these broad aims, data are drawn from the 1997 Australian Time Use Survey. This is a nationally representative survey that examines how people in different circumstances allocate time to different activities.FindingsThe results of this study highlight three important issues. The first is that male and female managers display different patterns of time use. Male managers' time is dominated by paid employment activities, whereas female managers' time is spent predominantly on employment and domestic activities. The second is that life situation impacts on the time use of female managers, but not male managers. The third important find of this study is that managers' time use is different to other occupational groups.Practical implicationsThese findings have policy implications relating to work‐life balance, career progression and changes in patterns of work. In terms of work‐life issues, it reveals that male and female managers face a “time squeeze”, with some evidence of a “second‐shift” for female managers. In addition, the findings provide insight into the work‐life issues faced by male and female managers.Originality/valueThe results of this inquiry provide insight into how different individuals spend their time – insight into “lifestyles”. However, in‐depth qualitative studies are required to reveal why individuals allocate their time in this way and to understand the opportunities and constraints individuals face in time allocation.