This article analyses how employees in the service sector respond to sexual harassment from customers and attempts to explain why this is so. There are only a small number of previous studies examining the issue of customer-perpetrated sexual harassment. Those that have been conducted have detailed the nature and prevalence of sexual harassment from customers, but this research lags behind employee experience and some emerging policy responses to this issue. The extant literature, whilst growing, remains largely limited to documenting the phenomenon. In this article, we attempt to create a deeper analysis of customer-perpetrated harassment by conducting a new review of the literature to develop propositions about how employees respond to it and the factors that influence their responses. These propositions are analysed in relation to a qualitative pilot study with 15 interviewees who had experienced sexual harassment from customers to understand how they reacted and why. The article shows how the social norms and precarious working conditions of the service sector constrain employees from seeking formal redress, leading to the enactment of informal coping strategies and temporary contestations of the situation. This research is important for building our understanding of the influence of workplace context for framing employee responses to customer sexual harassment.

This introductory article sets out a framework for conceptualizing flexible careers. We focus on the conditions, including the institutional arrangements and the organizational policies and practices, that can support individuals to construct flexible and sustainable careers across the life course. We ask: What are flexible careers? Who are the (multiple) actors determining flexible careers? How do institutions and organizational settings impact upon and shape the career decisions and agency of individuals across the life course? We begin our review by providing a critique of career theory, notably the boundaryless and protean career concepts, which are overly agentic. In contrast, we stress the importance of institutions, notably education and training systems, welfare regimes, worker voice, working-time and leave regulations and retirement systems alongside individual agency. We also emphasize the importance of various organizational actors in determining flexible careers, particularly in relation to flexible

For nearly 12 years from 1996, the Australian government pursued a neoliberal industrial relations agenda, seeking to break with structures based on collective bargaining and trade unions. In the name of choice and deregulation, this agenda involved unique levels of state intervention and prescription - and anti-unionism. In the last round of legislative change, the 2005 laws badged as Work Choices, the government overreached itself and in 2007 was defeated in a general election. As in the UK after Thatcher, the extent to which collective bargaining can be restored and trade unions regain a voice is problematical. Copyright (c) Blackwell Publishing Ltd/London School of Economics 2008.

Women make up close to half of all trade unionists in Australia, but senior leadership positions and the culture of unions evade a corresponding feminization. Through interviews and focus groups with women at various levels of the paid official hierarchy across a diverse group of unions organizing in different sectors, this article reports on the representation of women in the senior and strategic leadership positions of unions. Despite high levels of commitment to union work and enjoyment of many aspects of the job, women working within the union movement keenly feel that they are under-represented in senior roles and they view sexism and a 'masculinist' culture as alive and well within unions. They believe that this has a strong impact on union 'business', such as union collective bargaining agendas.

Purpose – The purpose of this paper is to understand how the “right to request” flexible working arrangements (FWAs), located in national policy and in organisational policy contexts, are brought to life in the workplace by employees and their managers. The authors seek to understand the nature and content of requests, the process followed in attending to requests, the scope of the arrangements which resulted and the implications for the work of both employees and managers. Design/methodology/approach – The authors employ a case study method, investigating how formal “right to request” FWAs policies translate to practice within two large companies in Australia. The primary data focuses on 66 in-depth interviews with line managers, employees and key organisational informants. These interviews are triangulated with legislative, company and union policy documents. Findings – Most requests were made by mothers returning from maternity leave. Typically their requests involved an attempt to move from full-time to part-time hours. The authors found a considerable knowledge deficit among the employees making requests and a high level of informality in the processing of requests. As a result, managers played a critical role in structuring both the procedure and the substantive outcomes of FWAs requests. Managers’ personal experience and levels of commitment to FWAs were critical in the process, but their response was constrained by, among other things, conflicting organisational policies. Research limitations/implications – The scale of the empirical research is possibly limited by a focus on large companies in the private sector. Practical implications – The authors provide insight into the implementation gap between FWA policy and practice. The authors make suggestions as to how to make “right to request” policies more accessible and effective. Social implications – The “right to request” flexible working is an issue of critical importance to families, employees, managers, organisations and economies. Originality/value – “Right to request” FWAs are relatively new in legislation and policy and thus the authors have an incomplete understanding of how they operate and come to life at the workplace level. The authors show a significant implementation gap between policy and practice and point to some of the critical influences on this. Among other things, the authors build new insight in relation to the interaction of formal and informal and the role and place of the direct manager in the process of operationalising the “right to request”.