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In this article we present empirical data from a research study investigating the implementation of the flexible working policies that emanate from the improving working lives standard in a National Health Service Trust in the UK. We argue that gender is accorded insufficient focus in the literature, considering the barriers that create a take-up gap in formal flexible working practices. We further argue that gendered perceptions render unworkable attempts to portray flexible working as a gender-neutral issue and demonstrate that such perceptions mean that formal mechanisms for flexible working continue to be considered to be a women's issue. We present data on informal flexible working mechanisms and suggest that a greater focus on combining these mechanisms with formal flexibility may help provide working time flexibility for a greater proportion of the workforce.

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Purpose-This paper aims to explore the influence of flexible working on employee happiness and attitude, and the role of this within a high performance work system (HPWS). Design/methodology/approach-A case study of flexible working within an NHS Acute Trust is presented. A qualitative study is undertaken based on 43 employee interviews across a range of directorates within the Trust. Findings-Employees perceive that flexible working makes them "happy" and that there are attitudinal/behavioural links between this happiness, discretionary behaviour and a number of performance outcomes. Research limitations/implications-This paper presents a single case study with a relatively small sample which uses an inductive approach based on emergent data; it explores one element of a HPWS rather than an entire employment system. Respondents were volunteers, which raises the possibility of sample bias. Practical implications-There may be a need for organisations to focus more on employee happiness to encourage performance. HR practitioners could reflect on the impact of HR practices on happiness and which features of a job role are likely to promote happiness. Originality/value-This paper contributes a much-needed employee perspective on the effect of HR practices, specifically that of flexible working, and explores the neglected employee attitude of happiness.

PurposeThe purpose of this paper is to investigate employee perceptions of the flexibility they utilize or have available to them in an NHS Trust and relate these perceptions to the concept of control.Design/methodology/approachThe paper adopts a constructivist approach and uses semi‐structured interviews, allowing employees, in their own way, to explain what flexibility policies, and practice mean to them. The paper conducted 43 interviews and one focus group across five directorates, to include a range of staff levels and job types.FindingsThe findings in this paper show that informal rather than formal flexibility was more widely used and valued; and that, although staff needed to be proactive to access formal flexibility, some staff did not see formal flexibility as relevant to themselves; and informal flexibility generated an increased sense of employee responsibility. Uses the perspective of employee control over their working lives, in order to interpret the impact of flexible working.Research limitations/implicationsThe paper shows that these findings may be context‐specific, and further investigation of informal flexible working is needed in different settings.Practical implicationsThis paper shows that organizations need to communicate flexibility well, and train their managers' adequately but, critically, they need to understand what different forms of flexibility mean to employees, and how they are valued.Originality/valueThe paper shows the prevalence and value of informal flexible working, and its potential. Uses the concept of control to explain why different individuals value different forms of flexible working differentially.

Personnel functions are increasing their involvement in human resource strategy and decreasing their involvement in operational personnel issues. This is generally seen as being fundamental to the achievement of any of the visions of HRM as a change from personnel management and the consequent increase in the status and influence of the personnel function. The paper, based on ESRC‐funded research in 214 British businesses, questions the assumption that relying on strategic involvement, while “giving away” operational and technical personnel activities, will increase the influence of the personnel function.

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Over the past five years interest has grown in the use of competence-based management development. Although this has not been without its critics few studies have attempted to critically evaluate its w e . This paper evaluates the use of a competence-based management development programme, the Management Charter Initiative (MCI) Level 1. Initially the research was framed to reflect the debate surrounding the use and value of the MCI. However it soon became apparent that the context -the course was part of National Health Service reforms -was having an effect on how it was being experienced by the programme partiapants. The paper outlines the MCI and the debate surrouoding its use This is followed by a description of NHS management reform, how this has affected the role of ward managers (the programme participants) and the response of the 'IhMog and Development Deparhnent at Hospital A. The research proceap is summarized and the themes which emerged in terms of competence development, identity and discourse and social anthropology are discussed. Implications for management development are then drawn.