This article explores how responsibilities for child care are managed as part of family decisions made around return to work following a period of maternity leave. We surveyed all women health professionals identified as on maternity leave on payroll records of the Health Department, Western Australia and one private sector national provider of hospital services. Survey questions were designed following a review of the literature and prior empirical work. The design enabled us to collect both quantitative information and interpretive qualitative responses from participants.Over 50% of respondents expected to have child caring provided wholly by family members while 15% anticipated the use of formal arrangements alone. The planned arrangements for care can best be understood within a framework of a 'family budget' of time to be allocated between marketbased work and child caring. Attitudes to child caring are central to this 'time economies' framework. Respondents experienced dissonance between the stated organisational family friendly policy of their workplaces and practices at the management level. Employer centred flexibility often disrupted their child caring arrangements. We identify important employment policy issues for workplaces which would facilitate optimal return to the workforce by professional women following maternity leave.

This paper presents the findings of research exploring the value and impacts of corporate community investment (CCI) through community partnerships. The research considered the community partners' perceptions of the value and impact of CCI. We adopted an inquiry paradigm utilising constructivist ontology, interpretivist epistemology and a case study method. In dialogue with Wesfarmers Ltd's community partners, the 'realities' presented by these beneficiary stakeholders were interpreted and understood (verstehen).While the CCI programmes with each of the not-for-profit organisations had different objectives, we were able to classify, under broad headings, the nature of the benefits to the community. One question highlighted is whether all corporate investing is the same? We found two aspects to this: the strategic fit for the community organisation of proposed investment and whether the corporate partner sought a relational as opposed to transactional approach to funding provision. Recommendations can be made for the funding structure deemed to be most effective from the community partners' perspectives.

The 21st century company faces a range of multi-faceted and complex challenges as part of the daily functioning. In addition, there are increasing pressure and demands from stakeholders and society towards Sustainable Development (SD). Although SD is not a new concept it is clear that there are numerous interpretations at a both a theoretical and practical level regarding the implementation. The author uses a triple-bottom line approach where the economic, social and environmental dimensions are regarded as equally valuable and these need to be implemented simultaneously. This paper highlights the particular challenges which directors and managers face and describes in detail guidelines to enhance practical and realistic implementation of SD within the reality of a very challenging and continuously changing business context.

The factors causing nurses to leave nursing are well known and published. The main aim of the research pilot project was to explore and describe the reasons that attract nurses to a specific hospital and that motive them to remain working at that hospital. Data were collected through surveys of different categories of nurses working in selected 'Magnet Hospitals' in Perth (Western Australia). Biographical data were analysed through quantitative methods and content analysis was employed to analyze qualitative data. Motivational findings indicate specific organizational factors (such as staff development programs) and significant personal circumstances.

This study aimed to explore the adoption of environmental standards in Australia, focusing on ISO 14001. The authors used purposive sampling to select a group of ISO 14001 certified and a group of ISO 14001 non-certified companies. Data were collected through a combination of website searches and content analysis. The study found that, overall, 92.9% of the ISO 14001 certified compared to 78.4% of the ISO 14001 non-certified companies promoted their environmental commitment through various methods. In addition, 33.4% of ISO 14001 non-certified companies (compared to 19.2% of certified companies) used their environmental engagement activities as a marketing tool. Second, 80.9% of ISO 14001 certified companies' and 26.7% of the non-certified companies' reports are easy to find and are clearly stated. The study concludes that Australian companies engage in similar environmental activities irrespective of whether they are ISO 14001 certified or not. Both management and research implications of the study's findings are presented.