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PurposeSeveral studies have shown that the traditional stereotype of a “good” manager being masculine and male still exists. The recent changes in the proportion of women and female managers in organizations could affect these two managerial stereotypes, leading to a stronger preference for feminine characteristics and female leaders. This study examines if the gender of an employee, the gender of the manager, and the management gender ratio in an organization are related to employees’ managerial stereotypes.Design/Methodology/Approach3229 respondents working in various organizations completed an electronic questionnaire.FindingsThe results confirm our hypotheses that, although the general stereotype of a manager is masculine and although most prefer a man as a manager, female employees, employees with a female manager, and employees working in an organization with a high percentage of female managers, have a stronger preference for feminine characteristics of managers and for female managers. Moreover, we find that proximal variables are much stronger predictors of these preferences than more distal variables.ImplicationsOur study suggests that managerial stereotypes could change as a result of personal experiences and changes in the organizational context. The results imply that increasing the proportion of female managers is an effective way to overcome managerial stereotyping.Originality/ValueThis study examines the influence on managerial stereotypes of various proximal and distal factors derived from theory among a large group of employees (in contrast to students).

Findings -The study shows that individual assessment of e-HRM applications influences HRM technical and strategic effectiveness. This is especially so in the perceived quality of the content and the structure of e-HRM applications which have a significant and positive effect on technical and strategic HRM effectiveness. Research limitations/implications -It is difficult to form generalizations from the research into only one company. Practical implications -The basic expectations are that using e-HRM will decrease costs, will improve the HR service level and will give the HR department space to become a strategic partner. This study investigates whether this is the case. Originality/value -The area on which this study concentrates has not had extensive academic research conducted into it.

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In the last couple of years, attention to organisation socialisation has increased greatly; this is the learning process by which newcomers develop attitudes and behaviour that are necessary to function as a fully‐fledged member of the organisation. After all, the more effective and efficient the socialisation, the sooner a newcomer can be productive for the organisation. This is especially true for a specific group of newcomers, the future managers, as they frequently point out that they are not well prepared for their tasks and their new identity as managers, but are expected to propagate the company policy. The article discusses research that assists organisations to steer the socialisation of new employees. It also provides the framework whereby the link between abstract socialisation tactics and concrete personnel instruments, such as introduction programs, training and education, career planning, career counselling, and performance appraisals, will be realised.

Management development (MD) is defined as the system of personnel practices intended to ensure that an organization can rely on timely availability of qualified and motivated employees. The article reports on a survey of 92 Dutch companies concerning their MD policy and practice. Results identify four types of MD: administrative MD, found in lifetime employment environments; derived MD, where in``up or out'' environments MD is strictly planned and linked closely to company strategy; partner MD, primarily found in innovative and IT environments where it is imperative to combine business development with human development; and leading MD, in turbulent market situations. In particular the link between MD and organization strategy, and systematic evaluation of MD practices, should receive more attention. The article compares the results with those of earlier empirical studies on MD.Management development (MD) is defined as the system of personnel practices by which an organization tries to guarantee the timely availability of qualified and motivated employees for its key positions. The aim of MD is to have at its disposal the right type of managers and specialists at the right moment. In The Netherlands, interest in MD during the past decade has shown evident growth. Under the auspices of the Netherlands Foundation for Management Development (NFMD), which celebrated its 25th anniversary in 1999, three books appeared, containing research findings and practical experiences in MD (Wattel, 1993;Von Grumbkow and Jansen, 1996;Paauwe, 1999). In addition, upon the occasion of the tenth anniversary of the Netherlands Society for Personnel Management, Van de Burgt et al. edited a collection of MD ideas and practices (Van de Burgt et al., 1998).Until now however a large-scale empirical study of the practice of MD in Dutch organizations has been lacking. In the present contribution we report on a study of this kind.We start with a brief review of previous research in The Netherlands. Next we discuss the relationship between MD and organization strategy and MD differences between profit and non-profit sectors and branches. Finally, we introduce a new typology of MD. MD appears clearly dependent on the specific combination of the state of affairs in both the organization's commercial and labor markets. Previous empirical research on MD in The NetherlandsEmpirical research into MD is scarce. Also, different definitions of MD are in use. Huijgen and De Nijs (1993) use a rather limited definition of MD:``Developing employees in a prudent and structural way in order to guarantee the future The research register for this journal is available at

This article presents a study on international careers and career success of Indian women in Science & Technology (S&T). We conducted interviews with 30 (upper) middle class Indian women in New Delhi and Bangalore (India) who pursued careers abroad as self-initiated expatriates (SIEs). Important elements of career capital competencies in international career pursuits and career success of Indian women SIEs in S&T were: (a) families who value higher education and careers of their female children, which motivated women to pursue international careers to elevate family class status (knowing-why); (b) the motivation to gain knowledge and skills in science and technology (knowing-how) and (c) the encouragement and support from family for women’s international career pursuits, and international networks (knowing-whom). Furthermore, findings show that patriarchy entrenched in Indian society and culture resulted in a lack of organizational capital, which impede career success of women in S&T. We advise organizations in India to implement HR policies and practices embracing the development of career capital to empower Indian women in S&T to be successful in their international careers.

PurposeThe purpose of this paper is to explore the influence of cultural identity change, organizational and social support and cultural distance on repatriation experiences of Indian international assignees.Design/methodology/approachSemi‐structured interviews were held with 19 Indians on international assignment in The Netherlands and 11 Indians repatriated from The Netherlands. Respondents were asked to reflect on their cultural identity changes and the effects of social support, organizational support and cultural distance between the host and the home country on their international assignment and repatriation experiences. Iterative thematic analyses revealed five central themes: cultural identity independence; knowledge utilization and organizational learning; social network support; global career prospects in the Indian economy; work‐life balance.FindingsCultural identity changes ranged from low adaptation to Dutch culture and happiness on return to India through to high cultural flexibility and readiness to move to another sojourn. The majority of respondents reported great appreciation by their supervisors and co‐workers and utilization of their knowledge gained in The Netherlands. These factors, in addition to good career prospects and social support from their informal networks, contributed positively to their repatriation experiences.Originality/valueThis study challenges the frequently reported negative repatriation experiences of sojourners from the West.