International audienceMarine recreational fishing (MRF) is a high-participation activity with large economic value and social benefits globally, and it impacts on some fish stocks. Although reporting MRF catches is a European Union legislative requirement, estimates are only available for some countries. Here, data on numbers of fishers, participation rates, days fished, expenditures, and catches of two widely targeted species were synthesized to provide European estimates of MRF and placed in the global context. Uncertainty assessment was not possible due to incomplete knowledge of error distributions; instead, a semi-quantitative bias assessment was made. There were an estimated 8.7 million European recreational sea fishers corresponding to a participation rate of 1.6%. An estimated 77.6 million days were fished, and expenditure was €5.9 billion annually. There were higher participation, numbers of fishers, days fished and expenditure in the Atlantic than the Mediterranean, but the Mediterranean estimates were generally less robust. Comparisons with other regions showed that European MRF participation rates and expenditure were in the mid-range, with higher participation in Oceania and the United States, higher expenditure in the United States, and lower participation and expenditure in South America and Africa. For both northern European sea bass (Dicentrarchus labrax, Moronidae) and western Baltic cod (Gadus morhua, Gadidae) stocks, MRF represented 27% of the total removals. This study highlights the importance of MRF and the need for bespoke, regular and statistically sound data collection to underpin European fisheries management. Solutions are proposed for future MRF data collection in Europe and other regions to support sustainable fisheries management

The HR practices adopted by firms in response to the current deep and prolonged recession have received little attention in the literature. There are reasons for supposing that firms will adopt HR practices in bundles in responding to the recession in order to benefit from technical and behavioural complementarities. Drawing on a nationally representative survey, the article investigates the bundles of HR practices adopted by firms during the Irish recession and examines influences on the bundles that are evident. The article contributes to HRM theory by testing different views on HR bundles likely to be adopted in recessionary conditions and by moving beyond the prevailing focus in HRM on HR bundles adopted by firms in steady‐state business conditions.

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In an effort to improve understanding of the role played by line managers in firms, this article examines the role of line managers and supervisors in the management of workplace conflict in firms in the Republic of Ireland. The article finds that while line managers are commonly seen as playing a significant role, they are also seen to do so often without organisational supports in areas such as training and performance monitoring and are seen often to lack the confidence to act independently. Line and supervisory ‘engagement’ in conflict management is found to be positively associated with a series of organisational outcomes, including relative labour productivity, relative absence rates and the capacity to handle change compared with other firms in the same industry. Line and supervisory management engagement in conflict management is found in turn to be associated with the use of commitment‐oriented HR practices and with the adoption by firms of a proactive approach to conflict resolution.

This article examines the work and roles of HR managers in the Irish recession. It tests the validity of three competing views about the future of HR: that the profession needs to become a business partner; that it is knee-deep in a legitimacy crisis; and that it is fragmenting by being unable to cope with the complexity of modern organizational life.Three key findings emerge from the research. First, HR managers have gained greater influence in business decision-making, but much of this influence arises from shortrun retrenchment measures. Second, many HR managers remain committed to long established professional values and ideas of good practice. Third, modern HR managers are developing a professional identity that allows them to perform multiple, competing roles. These findings challenge existing arguments about the effects of the current recession. They also speak to ongoing debates about changing HR roles by showing how HR managers remain adept at making pragmatic adaptations to secure their role in organizational life.