The effects of selected high-performance practices and working hours on work-life balance are analysed with data from national surveys of British employees in 1992 and 2000. Alongside long hours, which are a constant source of negative job-to-home spillover, certain 'high-performance' practices have become more strongly related to negative spillover during this period. Surprisingly, dual-earner couples are not especially liable to spillover - if anything, less so than single-earner couples. Additionally, the presence of young children has become less important over time. Overall, the results suggest a conflict between high-performance practices and work-life balance policies. Copyright Blackwell Publishing Ltd/London School of Economics 2003..

The prospects for devolving HR activities to the line are examined in this article. Evidence drawn from a wider study of HRM in practice suggests that, while line manager involvement is possible, their practices tend to be inconsistent in implementation and uneven in quality. A number of constraints on line management practice were identified. First, there is limited reinforcement of practice through institutional forces. Secondly, the short‐term nature of managerial activity means that a greater priority is placed on the achievement of the numbers rather than the achievement of numbers through people. Finally, downsizing and delayering place tremendous pressures on the time which line managers could allow for people matters generally. These findings challenge much of the rhetoric associated with the idea of giving HRM back to the line by arguing that the quality of line management practice may distort the overall impact of HR policies.

Two of the most widely adopted models of human resource management are the hard and soft versions. These are based on opposing views of human nature and managerial control strategies. The hard model is based on notions of tight strategic control, and an economic model of man according to Theory X, while the soft model is based on control through commitment and Theory Y. We argue that because these assumptions are so divergent, they cannot both properly be incorporated within a single model of human resource management.Eight in-depth case studies were carried out, involving questionnaires, interviews and focus groups in order to ®nd out whether organizations were practising either form of HRM. We found that no pure examples of either form existed. The paper concludes that the rhetoric adopted by the companies frequently embraces the tenets of the soft, commitment model, while the reality experienced by employees is more concerned with strategic control, similar to the hard model. This distinction between rhetoric and reality needs to be taken into account in conceptualizations of human resource management.

In this review essay, I argue that immigration presents employment researchers with a promising strategic research site because it raises a number of theoretically significant problems with mainstream economic approaches to labour and labour markets. Despite the tendency to view economic migrants as "homo economicus" personified, I argue that immigration brings the institutional nature of labour markets into sharp relief as it exposes, among other things, the influence of the state, processes of labour market segmentation, and the role of trade union policy and practice. Having identified a number of empirical anomalies that contradict neoclassical economic theory, I proceed to sketch out three areas where a more institutionally oriented approach should prove more fruitful. Copyright Blackwell Publishing Ltd/London School of Economics 2007.

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