This article uses evidence from a piece of action research conducted in the UK hospitality industry to explore the effectiveness of work‐life balance initiatives in helping women progress to senior management. It explores the main barriers to women's progression and highlights the long hours associated with managerial roles as a major problem. The article shows that the business case which underpins diversity management and a voluntary approach to work‐life balance may only deliver positive benefits to women when the labour market is tight, and, even then, the benefits for women in management are far from demonstrated. A stronger equal opportunities approach is also shown to be problematic as it draws attention to women's “difference” to men and their need for special treatment. Given the contingent nature of the business case, it is argued that a strong floor of rights is still needed to protect the most vulnerable employees, especially in an industry where trade unions have virtually no “voice”. It is further argued that more work needs to be done with male managers in order to humanise the workplace for men and women who wish to lead rounded lives.

Purpose -The purpose of this research is to explore the career routes and advancement procedures for both academic and support staff in English universities and the extent to which these might constitute barriers to progression. Design/methodology/approach -The research was conducted in four universities, two pre-1992 universities and two post-1992 universities, based in one region of England. Secondary data were collected in the form of equality monitoring statistics and documentation relating to the universities' advancement procedures. Primary data were collected through 26 semi-structured interviews with senior people involved in decision-making about promotions. These included HR specialists and senior academics such as Deans, Pro Vice-Chancellors and Vice-Chancellors. Findings -The research shows that women are now progressing well to the promoted lecturer grade, but that their careers stall beyond this level. Women's less developed research profile is the main impediment to them gaining professorial status. In "old" universities, the processes used for progression to some senior academic management roles are obscure and may operate as a form of indirect discrimination. There is some evidence that women adopt a version of the transformational leadership style, but it is not clear whether this helps or hinders their career progression. In addition, women are more reluctant than men to put themselves forward for advancement and they value work-life balance. Originality/value -This paper provides new evidence about the operation of advancement processes in universities. It points to specific areas where university HR processes and equality monitoring need to be improved. It also contributes to the debate about leadership/management and the extent to which women adopt a style which is different to that of men.

PurposeThis paper aims to show the extent to which an action research approach, which incorporates learning from previous studies and interventions, can be used to progress work‐life balance (WLB) policies and practices in a university context.Design/methodology/approachThe paper builds on the now considerable knowledge relating to the theory and practice of WLB. It adopts an action research/change management approach as part of a project partly funded by the Department for Trade and Industry partnership scheme. Specific methods utilised include a fundamental review of organisational policy using an evaluative matrix and an analysis of the outcomes of four workshops with 51 line managers.FindingsThe findings show considerable differences between the experiences of administrative, professional, technical and clerical (APT&C) staff and academics. In particular, APT&C staff seek a greater sense of “entitlement” and more trust and autonomy, whereas academic staff seek a more manageable work load. By moving through the stages of the action research cycle, many of the limitations associated with past WLB initiatives can be overcome for APT&C staff. By comparison, universities' disinclination to tackle academic work intensification is best explained by the lack of labour market pressure to do so and the fact that sustainable WLB does not constitute part of the “tablestakes” of academic employment.Originality/valueThe paper presents theoretical models, together with practical approaches for embedding WLB into organisational cultures. It also offers theoretical explanations for employers' predisposition to adopt WLB change programmes.

In the strategic human resource management (SHRM) field three approaches have dominated, namely, the universal or best-practice, best-fit or contingency and resourcebased view (RBV). This study investigates evidence for the simultaneous or mixed adoption of these approaches by eight case study firms in the international hotel industry. Findings suggest there is considerable evidence of the combined use of the first two approaches but that the SHRM RBV approach was difficult to achieve by all companies. Overall, gaining differentiation through SHRM practices was found to be challenging due to specific industry forces. The study identifies that where companies derive some competitive advantage from their human resources and HRM practices they have closely aligned their managers' expertise with their corporate market entry mode expertise and developed some distinctive, complex and integrated HRM interventions, which have a mutually reinforcing effect.

Purpose -The overall purpose of the paper is to understand the barriers to women's progression to senior positions in universities. It aims to explore similarities and differences between the career experiences and leadership styles of men and women in middle-and senior-level positions at one university. The ultimate aim is to identify interventions to help create a more equal gender balance at senior levels. Design/methodology/approach -A mixed methods approach was adopted. In-depth interviews were conducted with a quota sample of 53 men and women in order to explore their lived career experiences. In addition, 50 questionnaires were received from the same sample in order to compare factual data about the participants' life histories and biographical circumstances. Findings -The findings show that women's human capital and career progression to date are at least equal to those of men and that this has been achieved without women sacrificing a holistic family life. They also show that there are still some important differences between men and women in the way they plan and manage their careers and the leadership style that they adopt. Practical implications -A five-level framework is proposed which sets down the types of intervention that are required to create a more equal gender balance in senior positions. It is argued that this should be used to shape the gender equality schemes developed in universities under the Gender Equality Duty. Originality/value -The paper provides new evidence about the residual differences between men's and women's career experiences, even in an employment context, which is particularly supportive of women. It also makes a significant contribution to the debate about the gendered nature of leadership.