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Human Resource Management A Contemporary
Approach 4th Edition Ian Beardwell Digital Instant
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Author(s): Ian Beardwell
ISBN(s): 9780273679110, 0273679112
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HUMAN RESOURCE MANAGEMENT
A CONTEMPORARY APPROACH fourth edition HUMAN RESOURCE
IAN BEARDWELL LEN HOLDEN TIM CLAYDON
MANAGEMENT

A CONTEMPORARY APPROACH
HUMAN RESOURCE MANAGEMENT
‘This book is deservedly established as one of the leading textbooks on the subject. The various contributors
all provide clear and understandable expositions of their often complex topics, but without sacrificing
academic rigour and standards. The book is an essential resource for the teaching and learning of HRM.’ A CONTEMPORARY APPROACH fourth edition
Professor Jim Stewart, Department of Human Resource Management, Nottingham Business School

The fourth edition of this classic, thought-provoking textbook from Editors: Professor Ian Beardwell – former Head
De Montfort University, edited by Ian Beardwell, Len Holden and Tim of the HRM Department, Dr. Len Holden –
Claydon, has been updated and revised throughout. Principal Lecturer in HRM and Dr. Tim Claydon –
Principal Lecturer in Industrial Relations –
A thorough introduction to the subject, Human Resource Management Leicester Business School, De Montfort University.
contains a variety of perspectives, styles and arguments. Its rigorous,
critical approach is made accessible to students through the Contributors: Phil Almond, Julie Beardwell,
consistent chapter structure and increased features such as: Dr. Ian Clark, Professor Audrey Collin, Trevor
Colling, Mike Doyle, Linda Glover, Nicky
• learning outcomes and chapter summaries
Golding, Dr. Sue Marlow, Professor Mike Noon,
• activities Julia Pointon, Alan Ryan, Olga Tregaskis – All of
• ‘stop and think’ features the Department of Human Resource Management,
• UK, International and European case studies Leicester Business School, De Montfort University.
• glossary, extensive references and further reading
• bright, full colour interior design.

Other features include a companion website with multiple choice

questions for each chapter, Internet exercises, annotated weblinks and
a searchable online glossary. There is also an interactive online course
to accompany the book. All this can be found at www.booksites.net,
under the subject or author’s name.
fourth IAN BEARDWELL
As with previous editions, Human Resource Management is in line with edition
CIPD standards and the critical approach and sophisticated writing
style is suitable for undergraduates, HRM Masters students and
specialist MBAs. Screen shot reprinted by permission from Microsoft Corporation.
LEN HOLDEN
CLAYDON
HOLDEN
BEARDWELL
‘Human Resource Management clearly explains and critiques current theory and then illustrates it with
relevant examples, making it useful for both undergraduate and postgraduate students.’ TIM CLAYDON
Stephanie Tailby, Principal Lecturer, HRM, Bristol Business School

Use the online resources

for this book at
www.pearson-books.com
An imprint of www.booksites.net/beardwell
8904 HRMA_A01.QXD 22/10/03 3:56 pm Page i

HUMAN RESOURCE
MANAGEMENT
8904 HRMA_A01.QXD 22/10/03 3:56 pm Page ii

About the Companion Website

Visit the HUMAN RESOURCE MANAGEMENT Companion Website at
www.booksites.net/beardwell to access a rich, free resource of valuable teaching and
learning material, including the following content:

General

How to use this book, which outlines suggested routes through the book for MBA, MA/MSc and
CIPD students

About the authors section, with brief descriptions of the author team’s academic credentials

A full table of contents

Book features, explaining what’s new and what’s changed in this new edition

For the Lecturer

A secure, password-protected site offering downloadable teaching support

Customisable PowerPoint slides, including key figures and tables from the main text

A fully updated Lecturer’s Guide to using the book as a supplement to your own resources

Extra case studies

Learning objectives from each chapter

For the Student

Internet exercises for self study, complete with suggested answers

Extra self-check questions

Searchable online glossary

Multiple choice questions for every chapter, with instant feedback

Annotated weblinks, both to relevant professional bodies and to specific, useful Internet
resources to facilitate in-depth independent research

Online Course
Also available with this text is access to integrated, easy-to-use Online Course content for use with
Course Compass, Blackboard or Web CT. It contains 40 hours of interactive material. For further
information visit www.booksites.net and search under the subject or author’s name.
8904 HRMA_A01.QXD 22/10/03 3:56 pm Page iii

HUMAN RESOURCE
MANAGEMENT
A CONTEMPORARY APPROACH
Fourth Edition

Edited by
Ian Beardwell, Len Holden
and Tim Claydon
De Montfort University, Leicester
8904 HRMA_A01.QXD 23/10/03 4:45 pm Page iv

Pearson Education Limited

Edinburgh Gate
Harlow
Essex CM20 2JE
England
and Associated Companies throughout the world

Visit us on the World Wide Web at:

www.pearsoned.co.uk

First published in Great Britain in 1994

Second edition published in 1997
Third edition published in 2001
Fourth edition published in 2004

© Longman Group Limited 1994

© Financial Times Professional Limited 1997
© Pearson Education Limited 2001, 2004

All rights reserved. No part of this publication may reproduced, stored in a

retrieval system, or transmitted in any form or by any means, electronic, mechanical,
photocopying, recording or otherwise, without either the prior written permission of
the publisher or a licence permitting restricted copying in the United Kingdom issued
by the Copyright Licensing Agency Ltd, 90 Tottenham Court Road, London W1T 4LP.

All trademarks used herein are the property of their respective owners. The use of
any trademark in this text does not vest in the author or publisher any trademark
ownership rights in such trademarks, nor does the use of such trademarks imply
any affiliation with or endorsement of this book by such owners.

ISBN 0 273 67911 2

British Library Cataloguing-in-Publication Data

A catalogue record for this book is available from the British Library

10 9 8 7 6 5 4 3 2 1
08 07 06 05 04

Typeset in 10pt Sabon by 30

Printed and bound by Scotprint, Haddington
The publisher’s policy is to use paper manufactured from sustainable forests.
8904 HRMA_A01.QXD 22/10/03 3:56 pm Page v

Professor Ian Beardwell 1946–2002

In memoriam
Sadly, Ian Beardwell died suddenly just after work had begun on
this edition. Ian made a great contribution to the study and
practice of HRM through his research and writing, his teaching,
and his close engagement with the Chartered Institute of Personnel
and Development, where he was Vice-President for Membership
and Education from 1997 to 2001. Part of that contribution was
his role in developing an HRM textbook that was scholarly
and critical in its approach, yet accessible to students.
This edition of that book is dedicated to his memory.
8904 HRMA_A01.QXD 22/10/03 3:56 pm Page vi

vi Glossary of terms and abbreviations

CONTENTS

Preface X The resource-based view of SHRM 49

Guided tour of the book XII Best-practice SHRM: high-commitment models 56
High-performance work practices 59
Plan of the book XIV
Conclusion 67
How to use this book XV Summary 68
Contributors XVI Activity 69
Acknowledgements XIX Questions 69
Case study: Jet Airlines 70
Useful websites 71
Part 1 References and further reading 71
HUMAN RESOURCE MANAGEMENT AND
ITS ORGANISATIONAL CONTEXT
3 Human resource management in
context
Introduction to Part 1 3 Audrey Collin 75

Objectives 75
1 An introduction to human resource Introduction 75
management: strategy, style or The immediate context of HRM 79
outcome The wider context of HRM 84
Ian Beardwell (revised by Julie Beardwell Ways of seeing and thinking 91
and Ian Clark) 4
Conclusion … and a new beginning? 101
Summary 102
Objectives 4
Activity 103
Introduction 4
Questions 104
Some assumptions about human resource
Exercise 104
management 14
Case study: Awkward squad promises a rough
The search for the defining characteristics
of HRM 15 ride at Blackpool 105
The origins of human resource management 17 References and further reading 106
Human resource management: the state of the
debate 24 Part 1 Case study
Summary 27 Marks and Spencer 110
Activity 28
References and further reading 29
Part 2
RESOURCING THE ORGANISATION
2 Strategic human resource management
Nicky Golding 32

Objectives 32 Introduction to Part 2 113

Introduction to strategic human resource
management 32
Understanding the business context 34 4 Human resource management and
Approaches to the strategy-making process 35 the labour market
The rise of strategic human resource management 41 Tim Claydon 115
Exploring the relationship between strategic
management and SHRM: the best-fit school Objectives 115
of SHRM 42 Introduction 115
8904 HRMA_A01.QXD 22/10/03 3:56 pm Page vii

Contents vii

The nature of labour markets and employment The nature of discrimination 231
systems 116 Why be concerned with equality and diversity? 233
Externalisation or internalisation of employment? 120 Equal opportunity policies 238
The rise and fall of internalised employment Devising equality and diversity policies 242
systems? 134 Institutional discrimination 248
The future of employment systems: theory The process of discrimination in an organisation 251
and evidence 142 Concluding comment 253
Conclusion 150 Summary 253
Summary 151 Questions 254
Activity 152 Case study: Safe Future Finance 255
Questions 153 References and further reading 256
Case study: ‘Fears for the thread of industry’ 153
References and further reading 154 Part 2 Case study
Employers exploit agency work boom 258

5 Human resource planning

Julie Beardwell 157 Part 3
DEVELOPING THE HUMAN RESOURCE
Objectives 157
Introduction 157
Defining human resource planning 158
The traditional approach to HRP 159 Introduction to Part 3 263
Human resource planning – a contemporary
approach 172
The advantages and disadvantages of human 8 Learning and development
resource planning 181 Audrey Collin 266
Human resource planning in practice 182
HRP and strategic HRM 183 Objectives 266
Future directions 185 Introduction 266
Summary 186 The changing world of work and organisations 267
Questions 186 Learning and development 271
Case study: ASDA and staff retention 187 The outcomes and process of learning 276
References and further reading 187 The process of development 287
The organisation as context for learning and
development 295
6 Recruitment and selection Controversial issues 303
Julie Beardwell and Mary Wright 189 Conclusions 304
Summary 305
Objectives 189 Questions 306
Introduction 189 Exercises 306
The external context 190 Case study: Appoint in haste, repent at leisure 307
The internal context 198 References and further reading 309
Developments in the systematic approach to
recruitment and selection 204
Conclusion 224 9 Human resource development: the
Summary 225 organisation and the national
Activity 225 framework
Questions 227 Len Holden 313
References and further reading 227
Objectives 313
Introduction 313
7 Managing equality and diversity The need for training 314
Mike Noon 230 Creating a human resource development plan 317
The learning organisation 329
Objectives 230 HRD and the national framework for vocational
Introduction 230 education and training 333
8904 HRMA_A01.QXD 22/10/03 3:56 pm Page viii

viii Contents

VET in the leading industrialised nations 335 The contract of employment 429
VET in Britain 341 Discrimination in employment 442
Controversial issues 350 The regulation of working time 445
Summary 353 Termination of the employment contract 447
Activity 354 Enforcement of contractual and statutory
Questions 355 employment rights 450
Exercises 355 New rights at work? 453
Case study 1: Wealden District Council 355 Conclusion 459
Case study 2: Smart cookies 356 Summary 460
References and further reading 358 Questions 461
Case study: The pitfalls that follow a failure
of best practice 461
10 Management development Useful websites 463
Mike Doyle 361 References and further reading 463

Objectives 361
Introduction 361 12 Establishing the terms and
Defining management development 362 conditions of employment
Management development as a strategic Sue Marlow and Trevor Colling 465
imperative 363
Organisational approaches to management Objectives 465
development 365 Introduction 465
Organising management development
Collective bargaining – history, definitions,
programmes 370
analyses and criticisms 468
Implementing and evaluating management
The collective agreement 469
development programmes 374
The development of collective bargaining in
Management development for different contexts
and special needs 386 Britain 1945–80 470
The future for management development: Changes in collective bargaining since the 1980s 472
the need for new thinking and new practices? 407 HRM and collective bargaining 476
Summary 411 ‘New Labour’ and the contemporary
Questions 411 employment relationship 477
Exercises 412 Establishing the terms and conditions of
Case study: Management development in employment in the public sector 480
Mid County NHS Trust 412 Establishing terms and conditions of
References and further reading 413 employment in non-union organisations 488
Summary 493
Part 3 Case study Questions 494
Transforming Anglian Water 419 Exercises 495
Case study: Business views two-tier workforce
Part 4 agreement as dynamite 495
References and further reading 496
THE EMPLOYMENT RELATIONSHIP

13 Reward and performance

Introduction to Part 4 425
management
Julia Pointon and Alan J. Ryan 500

11 The employment relationship and Objectives 500

employee rights at work Introduction 500
Ian Clark 426 The development of reward systems 501
Design and debates 502
Objectives 426 Motivation as a mechanism 504
Introduction 426 New day, new way, new pay? 517
Distinguishing contractual and statutory The psychological contract 519
employment rights 427 HRM and performance management 523
8904 HRMA_A01.QXD 22/10/03 3:56 pm Page ix

Contents ix

Conclusion 533 International HRM 606

Summary 534 HRM in multinationals 624
Questions 534 Conclusion 629
Exercises 535 Summary 629
Case study: Widgets Are Us 535 Questions 630
References and further reading 536 Case study: All change at Linkz 630
References and further reading 632

14 Employee involvement and

empowerment 16 Human resource management and
Len Holden 539 Europe
Len Holden and Tim Claydon 637
Objectives 539
Introduction 539 Objectives 637
HRM and employee involvement 541 Introduction 637
Employee involvement and communication 544 European Union issues 638
Empowerment 557 The Social Charter 644
Controversy: does employee involvement work? Eastern Europe 664
The case of TQM 562 Summary 669
International aspects of employee involvement 565 Activity 669
Summary 574 Questions 670
Case study: A human resource strategy for
Activity 575
Europump Ltd 670
Questions 575
References and further reading 672
Exercises 576
Case study 1: Total quality management 576
Case study 2: Empowerment at Semco 577 17 Human resource management in Asia
References and further reading 578 Len Holden and Linda Glover 675

Part 4 Case study Objectives 675

Malone Superbuy Ltd 582 Introduction 675
Japan: economic growth and HRM 677
Part 5 China: economic growth and HRM 684
Hong Kong: economic growth and HRM 695
INTERNATIONAL HUMAN RESOURCE South Korea: economic growth and HRM 697
MANAGEMENT Singapore: economic growth and HRM 702
Summary 705
Activity 706
Introduction to Part 5 585
Questions 707
Case study: Yummee Biscuits 707
15 HRM in multinationals: a comparative References and further reading 709
international perspective
Phil Almond, Ian Clark and Olga Tregaskis 587
Part 5 Case study
Global and local: the case of the inoperable
HRM strategy 712
Objectives 587
Introduction 588
National business systems (NBSs) 589
Glossary of terms and abbreviations 714
Comparative HRM 599 Index 722
8904 HRMA_A01.QXD 22/10/03 3:56 pm Page x

Glossary of terms and abbreviations

PREFACE

I know that Ian Beardwell was as surprised as the rest of the writing team by the fact
that this book reached four editions. In doing so it has reflected developments in the
field of Human Resource Management over a decade. It will also serve as a monument
to Ian in that the book played a modest role in shaping conceptions and understanding
in the thoughts of a large number of students and lecturers. A textbook, while reflecting
on and critiquing the leading edge in HRM research, also acts as an interpreter of often
complex trends. We hope that this edition maintains the analytical and critical standard
of previous ones.
Since the first edition of this book the role and function of human resource manage-
ment within organisations have become more complex and the issues and policies which
have become associated with it have multiplied considerably. The continuing devolvement
of HRM functions to line managers has had some commentators predicting the death of
the personnel/HRM department and in the second edition there was consideration of the
important questions about the role of the HRM professional in changing organisations.
The second and third editions raised concerns about strategic policy-making and the
strategic nature of not only HRM, but those areas and disciplines associated with it, such
as human resource development (HRD), management development and performance
management. It also examined the role and nature of HRM in relation to culture change
schemes such as total quality management (TQM), customer service programmes, busi-
ness process re-engineering (BPR), investors in people (IIP) and performance-related pay
(PRP). These add to the role confusion and uncertainty for HRM practitioners, as well as
for middle and line managers and supervisors with expanded HRM functions. The third
edition also reflected on the rise in popularity of the learning organisation and its sister
concept the knowledge-based organisation as well as empowerment initiatives, all of
which constitute types of organisational style and culture and exist as entities within
themselves resting on HRM and related practices.
HRM has also become more ambiguous in relation to other managerial initiatives
which place emphasis on employee flexibility and teamwork aimed at enhancing com-
mitment through empowerment policies. The contradictions inherent in its role and
function remain, not least in the conflicting ethical positions which are often posed by
changing economic circumstances. A decade of growth in HRM popularity has also
revealed its changing nature. There is less interest in finding a universal paradigm or
model of HRM than in understanding how it operates in diverse situations and what
contribution it can make to the effectiveness and the profitability of the organisation.
In addition, the growing uncertainties of work in the flexibilised world of portfolio
and vendor workers aligned with the decreasing core of permanent employees has also
directly and indirectly impacted on HRM policy, posing new forms of employee relations
associated with short-term contracts, part-time working, agency and outsource working.
The inconstancy of the organisational form is continually reshaping HRM role and
policy, and HRM models rooted in the certainties of previous decades no longer apply.
The history of the employment relationship over the past decade and a half indicates
some kind of ‘managerial revolution’ and within this movement the influence of HRM
has not been small. The role and function of HRM beyond the millennium have contin-
ued to evolve, fuelling debate amongst practitioners and academics. What is and will
8904 HRMA_A01.QXD 22/10/03 3:56 pm Page xi

Preface xi

remain certain is the working out of its role and function against a backdrop of contra-
dictory and in some cases conflicting change, which is part of the inherent dynamics of
global capitalism.
We have sought to add new areas to the book. Most notably, a chapter on the devel-
opments in strategic HRM critically examines concepts such as high-performance work
systems, the resource-based view of HRM, the balanced scorecard concept and ‘bundles’
of HR policies. In this edition these concepts are explored much more fully. While equal
opportunities has always been part of previous editions we offer a new chapter that
devotes itself entirely to this in the context of what is now increasingly being retitled
‘managing diversity’. There is also a new chapter on international HRM which exam-
ines it from an institutional and business systems perspective, and reshapes and updates
the international organisational context of HRM. There is a new chapter on human
resource planning and, while the chapter on job design has been dropped, this has been
briefly tackled in the chapter on employee involvement. There is a totally new chapter
on the important area of reward and performance. All of the remaining chapters have
been updated but it is inevitable that one single volume cannot encompass the huge area
in and around the HRM sphere, and we apologise for any omissions. Nevertheless, we
have covered the broad sweep of the HRM field and some aspects in considerable detail.
We hope that our readers like the new design and layout of the book which we
believe enhances user friendliness without compromising academic standards.
We would once again like to thank our group of trusty and willing authors who
worked valiantly to get this edition to press under the difficult circumstances that the
present world of higher education continues to impose. We would also like to thank our
partners and families as well as our colleagues whose patience and perseverance enabled
the production of this book.
Finally, we dedicate this volume to Ian’s memory.
8904 HRMA_A01.QXD 22/10/03 3:56 pm Page xii

GUIDED TOUR OF THE BOOK

226

CHAPTER 3 New, vibrant text design, colourfully

highlighting key pedagogical features
Human resource management in context

Audrey Collin

OBJECTIVES

To indicate the significance of context for the understanding of human
resource management.

To discuss ways of conceptualising and representing the nature of context
generally and this context in particular. Objectives provide an overview of the

To analyse the nature of the immediate context of HRM: the nature of organisa-
tions and the need for management. topics to be covered in each chapter,

To indicate the significance of context for the understanding of HRM.

To discuss ways of conceptualising and representing the nature of context giving a clear indication of what you
generally and this context in particular.

To analyse the nature of the immediate context of HRM: the nature of organisa- should expect to learn
tions and the need for management.

To indicate the significance of context for the understanding of human resource
management.

Introduction
The marketing intelligence system – which provides data on developments in the exter-
nal marketing environment (which you will remember from Chapter 2). This system
includes the scrutiny of newspapers and trade publications, reports from sales represen-
tatives and distributors, the purchase of information from specialist organisations and the
establishment of a bureau within the organisation to collect and disseminate such mar-
keting intelligence.
In many respects this agenda has posed the most fundamental threat to established pat-
terns of Personnel Management and Industrial Relations in the post-1945 era. Any
assessment of the emergence of Human Resource Management has, at least, to take
account of this changing context of employment and provide some explanations as to the
relationships that exist between the contribution HRM has made to some of these The immediate context of HRM 81
changes on the one hand and, on the other hand Any assessment of the emergence of
Human Resource Management has, at least, to take account of this changing context of
The scope and variety of marketing research operations as an aid to management in this
employment and provide some explanations as to the relationships that exist between the
way can best be illustrated by one or two examples. As this edition was being prepared,
contribution HRM has made to some of these changes on the one hand and, on the other
the author was notified that RSL (Research Services Ltd), a British marketing research
hand sent luptatum zzril delenit augue duis dolore te feugait nulla facilisi. Nam liber tem-
organisation of the type described in Chapter 3, had recently completed the following
research projects.
Or again, imagine that a business organisation approaches a marketing research agency
with the question: ‘Is it better to advertise our products on television or local radio?’ The
agency’s answer could be defined as ‘information’ and after carrying out the necessary
investigation the agency might well reply as follows.

ACTIVITY ● Read the case study, Jet Airlines, at the end of the chapter. Which of the approaches
identified by Whittington best describes Jet Airline’s approach to strategy formulation?
● Why do you think it is important to concider the nature of strategy to aid our under-
Activities appear throughout the standing of strategic human resoure management?

text to reinforce learning with In many respects this agenda has posed the most fundamental threat to established pat-
problems and practical exercises terns of Personnel Management and Industrial Relations in the post-1945 era. Any
assessment of the emergence of Human Resource Management has, at least, to take
account of this changing context of employment and provide some explanations as to the
relationships that exist between the contribution HRM has made to some of these
changes on the one hand and, on the other hand, the impact that such changes have had
on the theory and practice of HRM itself.
If you are reading this book in preparation for an examination it might be helpful to
memorise the AMA definition, or the stages of the research process set out below it. This
should help you to deal with a question on research in a comprehensive way. Professor
Philip Kotler,1 the international authority on marketing, regards marketing research as

Figure 3.1 Model of strategic change and human resource management

External
influences
Include:
Societal
• Trade
Figures are used to illustrate key • Investment
• Conquest
culture
Accounting
subculture

points, models, theories and Accounting

system

processes Voluntary and

required
practices
Institutions
Include: Accounting
Domestic/ • Trade regulations
ecological • Investment
influences • Conquest
Include:
• Trade
• Investment
• Conquest

Source: Storey (1992: 38). Reproduced by kind permission of Chapman & Hall, a division of International Thomson Publishing Services.
8904 HRMA_A01.QXD 22/10/03 3:56 pm Page xiii

Guided tour of the book xiii

150 Chapter 4 • Human resource management and the labour market

Summary The Summary allows you to recap and

● The immediate significance of the emergence of HRM, certainly in the British context,
is to have opened up a vigorous debate about just what constitutes the change from
review your understanding of the main
traditionally conceived employee management policies to those which are claimed to
be derived from a different mix of managerial concerns. points of the chapter
● Among the more prominent aspects which have been claimed for HRM are that it is
derived from a more focused managerial perspective which is often strategically driv-
en, and that it represents a more unified and holistic approach than the ‘technical-
piecemeal’ approach of Personnel Management.
● In this manner HRM is depicted as having an agenda which addresses ‘business-relat-
ed’ issues, and thereby contributes to the overall success of the organisation in a
proactive manner, while Personnel Management is depicted as having an agenda set
for it by the more mundane requirements of the day in a more reactive manner.
Neither of these type-cast approaches are wholly correct, of course, but they do indi-
cate the arena within which debate has occurred.
● Managing human resources is one of the key elements in the coordination and man-
agement of work organisations. Whatever means are used to ensure the creation and
delivery of services and goods in modern economies, the role of individuals and
groups as employees and the ability of management to effectively deploy such a
resource is vital to the interests of both employee and organisation alike.

Questions Questions can be used for self-testing,

1 Why do the ‘segments’ (i.e. sections) of the market that look most promising to target? class exercises or debates
2 What product ideas that appear to be the most promising; the ideas that warrant further
investment of time and money?
3 How many ‘segments’ (i.e. sections) of the market that look most promising to target?
4 Why do the product ideas that appear to be the most promising; the ideas that warrant fur-
ther investment of time and money?

Exercises can be used to test your

Exercises
learning of theory and concepts
1 ABC & Sons is one of the key elements in the coordination and management of work organ-
isations. Whatever means are used to ensure the creation and delivery of services and goods
in modern economies, the role of individuals and groups as employees and the ability deal of
the analysis of how organisations are run.
2 Consider one of the key elements in the coordination and management of work organisa-
tions. Whatever means are used to ensure the creation and delivery of services and goods in
modern economies, the role of individuals and groups as employees. References and further reading 187
3 Outline which is one of the key elements in the coordination and management of work organ-
isations. Whatever means are used to ensure the creation and delivery of services and goods.
4 Decide which product ideas that appear to be the most promising; the ideas that warrant fur- Case study
ther investment of time and money.

ASDA and staff retention

Asda, the supermarket chain, uses a variety of Stage 2 – staff undertake four weeks of full-time
methods to gather information on employee atti- training in store. This includes both on- and off-
tudes, including attitude surveys, ad hoc focus the-job training and focuses on people
groups and questionnaires to staff who have left management skills, including how to give feed-
the organisation. These various sources of infor- back and conduct appraisal interviews. Once this
mation indicated that lack of career progression training is successfully completed, they spend the
was seen as a problem: for example, in the atti- next four weeks undergoing in-depth manage-
tude survey conducted in 1997, fewer than half ment training in one of eight ‘stores of learning’,
Case studies at the end of each chapter of hourly-paid staff (the vast majority of Asda
employees) agreed with the statement ‘there is
chosen for being well run by highly experienced
managers. A self-learning package is included
ample opportunity for promotion at Asda’.
help consolidate your learning of major In response, Asda developed a new pro-
gramme to train hourly-paid staff to become
here as well as more on and off-the-job training.
On successful completion, participants move
directly to stage 3.
themes by applying them to real-life managers. Staff nominate themselves for the pro-
gramme but must meet stiff entry criteria in Stage 3 – appointment to a departmental man-
terms of skill and training levels before being
examples accepted; for example, they must have reached
ager post. Asda believes that the new programme
has contributed to reduced turnover rates
the final stage of the job ladder for their current amongst hourly-paid staff and managers. In addi-
role. The programme consists of three stages: tion, the proportion of hourly paid staff who
Stage 1 – staff attend an open day that explains the agreed that Asda offers ample opportunity for
good and bad aspects of being a manager. Staff also promotion had increased to 64% in 2000.
complete four off-the-job courses in communication Source: IDS (2000).
skills, coaching, training and organising work. At
the end of each course participants complete a small
Questions
project. Once they have been satisfactorily com-
pleted, staff attend a one-day development centre 1 To what extent is this programme likely to reduce
where they are assessed against the competencies turnover?
required for managers. Once they have reached a 2 In what circumstances might Asda find it difficult
certain level of competence they progress to stage 2. to retain staff and what could they do about it?

References and further reading support References and further reading

the chapter by giving printed and electronic Armstrong, M. (2001) A Handbook of Human Resource
Management Practice, 8th edn. London: Kogan Page.
Boxall, P. and Purcell, J. (2003) Strategy and Human
Resource Management. London: Palgrave.
sources for additional study Arthur, J. (1992) ‘The link between business strategy and
industrial relations systems in American steel mini-
Bramham, J. (1988) Practical Manpower Planning,
4th edn. London: IPM.
mills’, Industrial and Labor Relations Review, Vol. 45, Bramham, J. (1989) Human Resource Planning. London:
No. 3, pp. 488–506. IPM.
Bartholemew, D. (ed.) (1976) Manpower Planning. Bramham, J. (1994) Human Resource Planning. London:
Harmondsworth: Penguin. IPD.
Beaumont, P. (1992) ‘The US human resource manage- Brews, P. and Hunt, M. (1999) ‘Learning to plan and
ment literature’, in Salaman, G. et al. (eds) Human
planning to learn: resolving the planning school/learning
Resource Strategies. London: Sage.
school debate’, Strategic Management Journal, Vol. 20,
Bennet, A. (1991) ‘Downsizing doesn’t necessarily bring
an upswing in corporate profitability’, The Wall Street pp. 889–913.
Journal, 6 June, p. 1. Buckingham, G. (2000) ‘Same indifference’, People
Bevan, S. (1997) ‘Quit stalling’, People Management, 20 Nov. Management, 17 Feb, pp. 44–46.
Bevan, S., Barber, L. and Robinson, D. (1997) Keeping the Cascio, W. (1993) ‘Downsizing: what do we know, what
Best: A Practical Guide to Retaining Key Employees. have we learned?’, Academy of Management Executive,
London: Institute for Employment Studies. Vol. 7, No. 1, pp. 95–104.
8904 HRMA_A01.QXD 22/10/03 3:56 pm Page xiv

Glossary of terms and abbreviations

PLAN OF THE BOOK

Part 1
HUMAN RESOURCE MANAGEMENT AND ITS ORGANISATIONAL CONTEXT
Chapter 1 Chapter 2 Chapter 3
An introduction to human Strategic human resource Human resource management
resource management: strategy, management in context
style or outcome

Part 2
RESOURCING THE ORGANISATION
Chapter 4 Chapter 5 Chapter 6 Chapter 7
Human resource Human resource Recruitment and Managing equality and
management and the planning selection diversity
labour market

Part 3
DEVELOPING THE HUMAN RESOURCE
Chapter 8 Chapter 9 Chapter 10
Learning and Human resource development: Management
development the organisation and the development
national framework

Part 4
THE EMPLOYMENT RELATIONSHIP
Chapter 11 Chapter 12 Chapter 13 Chapter 14
The employment Establishing the terms Reward and performance Employee involvement
relationship and and conditions of management and empowerment
employee rights at work employment

Part 5
INTERNATIONAL HUMAN RESOURCE MANAGEMENT
Chapter 15 Chapter 17
Chapter 16
HRM in multinationals: Human resource management
Human resource management
a comparative international in Asia
and Europe
pespective
8904 HRMA_A01.QXD 22/10/03 3:56 pm Page xv

Glossary of terms and abbreviations

HOW TO USE THIS BOOK

This text is designed to meet the needs of a range The outlines which follow are intended to indi-
of students who are studying HRM either as a cate how the material in this book can be used to
core or option subject on undergraduate degrees cover the requirements of these varying pro-
in Business and Social Science, MBAs, specialised grammes; the one exception to this scheme is an
Masters programmes, or for the CIPD profes- outline for undergraduates, because of the multi-
sional qualification scheme. plicity of courses at this level which individual
All the chapters are designed to take a critically tutors will have devised. Nevertheless, it is hoped
evaluative approach to their subject material. This that these suggested ‘routes’ through the book
means that this is not written in a prescriptive or will be helpful guidelines for tutors who have
descriptive style as are some other HRM textbooks, responsibility for some or all of these courses.
though there will be sections that must necessarily
incorporate aspects of that approach. Some chap- MBA Route
ters will be more easily absorbable by the novice Introduction: Chapters 1, 2, 3
student than others. For example, Chapters 1 Core: Chapters 4, 5, 6, 9, 11, 12, 13, 14, 15
(Introduction to HRM) and 2 (Strategic HRM) are Options: Chapters 7, 8, 10, 16, 17
good introductions to the subject, while Chapter 3
takes a more unusual perspective on HRM in an MA/MSc Route
organisational context and for the able student will
Introduction: Chapters 1, 2, 3, 4
prove both rewarding and stimulating. This is sim-
Core: Chapters 5, 6, 9, 11, 12, 13, 14, 15
ilarly the case for Chapter 4 on HRM in the labour
Options: Chapters 7, 8, 10, 16, 17
market. Likewise, Chapter 8 is a demanding and
stimulating introduction to the processes of learn-
ing and development, while Chapter 9 contains
CIPD Professional Development Scheme (PDS)
more elements of what the student might expect in Introduction: Chapters 1, 2, 3
a chapter on HRD. People Management and Development: Chapters
In this edition there are also activities and ‘Stop 4, 5, 6, 7, 8, 9, 12, 13
and think’ exercises peppering the text. These are People Resourcing: Chapters 1, 2, 3, 4, 5, 6, 7,
to give students pause for thought and enable 13
them to reflect on the ideas and knowledge to Employee Relations: Chapters 1, 2, 3, 4, 7, 11,
help them absorb and understand the concepts 12, 14
and ideas in both a practical and theoretical con- Learning and Development: Chapters 8, 9, 10
text. As in the first edition, there are case studies, Employee Reward: Chapter 13
exercises, activities and questions at the end of Advanced Practitioner Standard: Chapters 1, 2,
most chapters and a longer case study at the end 15, 16, 17
of each Part. These can be given by lecturers as
course work exercises and the Lecturers Guide The available range of CIPD specialist modules
that accompanies this volume gives detailed sug- may be supported by the use of the relevant chap-
gested answers. Additional material is also ter or part, thus Management Development and
available on the companion website (www.book- Vocational Education and Training can be sup-
sites.net/beardwell). ported by the whole of Part 3.
8904 HRMA_A01.QXD 22/10/03 3:56 pm Page xvi

CONTRIBUTORS

Editors Contributors
Ian Beardwell, BSc, MSc, PhD, CCIPD. For the Phil Almond, BSc, MA, PhD, is a lecturer in Human
first three editions of this book Ian was Professor of Resource Management at De Montfort University.
Industrial Relations and Head of the Department of His main research interests are in comparative and
Human Resource Management at Leicester Business international HRM, and comparative industrial rela-
School. In 2002 he took up the post of Professor of tions. He is currently a member of the team on an
Human Resources and Co-ordinator of Institutional ESRC-funded project investigating HRM in US multi-
HR Strategy at North East Wales Institute of Higher national corporations in the UK. He also has an active
Education. Experienced in industrial relations and research interest in industrial relations in France.
manpower policy with the CBI, CIR and NEDO, he
researched and published in the areas of low pay, Julie Beardwell, BA, MA, is Principal Lecturer in
public recognition, public sector labour relations Human Resource Management at Leicester Business
and the management of industrial relations. He gave School, De Montfort University. She joined the uni-
formal evidence to both the Megaw Committee of versity after ten years’ experience in the retail sector.
Inquiry into Civil Service pay (1981) and the She currently contributes to a range of professional
Review Body for Nursing Pay (1987). His more and postgraduate courses, teaching employee
recent work included an ESRC-supported study of resourcing and interpersonal skills. She is also course
non-union firms in the UK and contemporary devel- director of the MA in Personnel and Development
opments in ‘new’ industrial relations. Ian died on 25 and an FCIPD. Her research interests include HRM
June 2002. in non-union firms and personnel careers.

Len Holden, BSc, MPhil, CIPD, CertEd, PhD, is Ian Clark, BA, MA, PGCE, PhD, is Principal Lecturer
Principal Lecturer in Human Resource Management in Industrial Relations in the Department of HRM,
at Leicester Business School, De Montfort De Montfort University. Ian is currently a member of
University. He has lived and worked in Eastern the department’s team of ESRC-funded researchers
Europe and has written on the changes which have examining employment relations in subsidiaries of US
taken place there since 1989. He has also multinationals in Europe. Ian has published widely on
researched, lectured and written on Western Europe, the issues of economic performance and industrial
specialising in aspects of Swedish human resource relations, the effects of sector on management tech-
management. He has recently returned to writing niques and the management of human resources in
about the car industry but is also a member of a engineering services.
research project based at Leicester Business School
examining mechanisms for transfer of HRM in US Audrey Collin, BA, DipAn, PhD, is Emeritus
MNCs to a European context. Professor of Career Studies, De Montfort University.
Her early career was in personnel management, and
Tim Claydon, BSc, MSc(econ), PhD, is Principal she is now MCIPD. She was awarded a PhD for her
Lecturer in Industrial Relations in the Department of study of mid-career change; she has researched and
HRM at De Montfort University. He has written on published on career and lifespan studies, mentoring,
trade union history, union derecognition, and the employment of older people. She has co-
union–management partnership, and ethics and edited (with Richard A. Young) two books on career
human resource management. His current teaching which reflect her questioning of traditional under-
and research interests include contemporary changes standings of career and commitment to interpretative
in work and employment, international and compar- research approaches. Now formally retired, she con-
ative human resource management and current tinues her writing on career for the international
developments in trade unionism in the UK, Europe academic readership, while also addressing the rela-
and the USA. tionship between theory and practice.
8904 HRMA_A01.QXD 22/10/03 3:56 pm Page xvii

Contributors xvii

Trevor Colling, BA, MA, is Senior Research Fellow interest in women in self-employment, labour man-
in the Department of Human Resource agement, employment regulation, and training and
Management, De Montfort University, Leicester. He development issues. Along with two colleagues, she is
has written and published widely on public sector currently editing a book for Routledge on employ-
industrial relations, particularly the implications of ment relations in smaller firms and has recently been
privatisation and contracting out. His current invited to the USA as a Visiting Professor to lecture
research interests include employment practice in US on entrepreneurship and gender issues.
multinational companies and trade union roles in
the enforcement of individual employment rights. Mike Noon, BA, MSc, PhD, is Professor and Head
of the Department of Human Resource Management
Mike Doyle, BA, MA, is Principal Lecturer in at Leicester Business School, De Montfort University.
Human Resource Management, De Montfort He has previously researched and taught at Imperial
University. He teaches on a range of postgraduate College (University of London), Cardiff Business
management programmes in the area of management School and Lancaster University. He has published
development and organisational change. His current widely in academic journals, and his recent books
research interests include the exploration of major are: The Realities of Work (second edition, 2002, co-
change initiatives in public and private sector organi- authored with Paul Blyton, published by Palgrave);
sations and the selection and development of middle Equality, Diversity and Disadvantage in Employment
managers as ‘change agents’. (2001, co-edited with Emmanuel Ogbonna, pub-
lished by Palgrave); A Dictionary of Human
Linda Glover, BA, MBA, is Principal Lecturer in Resource Management (2001, co-authored with Ed
Human Resource Management, De Montfort Heery, published by Oxford University Press).
University. She teaches undergraduate and postgradu-
ate programmes and is involved in a number of Julia Pointon, BA, MA, PGCE, CIPD, is a senior
research projects. Linda has managed industry-funded
lecturer in Organisational Behaviour at De
research projects that have been investigating
Montfort University teaching on a range of under-
employee responses to quality management and HRM.
graduate and professional courses. Julia has
She is working with Olga Tregaskis and Anthony
particular research interests in professional roles
Ferner on a CIPD-sponsored research project that is
and responsibilities in multidisciplinary health-care
examining the role of international HRM committees
teams. She is a committee member of the local CIPD
in transferring HR knowledge across borders within
multinational companies. She has collaborated with branch, a member of the CIPD National Upgrading
Noel Sui of Hong Kong Baptist University on a project Panel and serves on the CIPD Membership and
examining the human resource issues associated with Education Committee.
the management of quality in the People’s Republic of
China. She has written on the human resource prob- Alan J. Ryan, BA, is a Senior Lecturer in the
lems associated with managing the subsidiaries of Department of HRM at De Montfort University.
multinational companies. His teaching is focused on the implications of legal
change for the management of people at work and
Nicky Golding, BA, MSc, is a Senior Lecturer in the development of managerial responses to legisla-
Human Resource Management, De Montfort tive activity. He teaches courses at undergraduate
University. She teaches on a range of postgraduate and post-graduate level as well as being actively
and post-experience programmes in the area of involved in courses and programmes delivered to
Strategic Human Resource Management and HMP service, Ford, and UK Interpreters’ Service as
Learning and Development. She is involved in a range well as other local businesses. His research interest
of consultancy projects and her current research inter- lies in the development of soft systems analysis as a
ests are in the relationship between strategic way of understanding changes in managerial behav-
management and human resource management. iour following the introduction of legislation. He
has undertaken some consultancy work in both the
Sue Marlow, BA, MA, PhD, is Reader in HRM at private and the voluntary sector. He has written on
De Montfort University, Leicester; she teaches gender reward management, participation regimes in SMEs
studies, industrial relations, and entrepreneurship and and the legal implications of flexibility.
innovation on both undergraduate and postgraduate
programmes in Leicester, the Far East and France. Olga Tregaskis, BSc, MSc, PhD, is Senior Research
Susan Marlow has researched and published exten- Fellow in International Management at De Montfort
sively in the area of small firms, with a particular University’s Leicester Business School. A University of
8904 HRMA_A01.QXD 22/10/03 3:56 pm Page xviii

xviii Contributors

Ulster Psychology graduate, Olga gained her masters conferences as speaker, referee and/or session chair
in Applied Psychology from Cranfield University. and publishes academic and practitioner pieces in the
After spending some time working within the Industry areas of International HRM, Comparative HRM,
Training Organisation (ITO) network in the UK, Olga Employee Development and Flexible Working.
returned to Cranfield where she worked in the
research Centre for European HRM and was awarded Mary Wright, BA, MBA, FIPD, is Principal
her PhD in International HRM from Cranfield School Lecturer in Human Resource Management at De
of Management. Olga teaches HRM on a range of Montfort University. She has wide experience of
postgraduate courses and has undertaken research teaching on under-graduate and professional
projects sponsored by the European Commission, courses and is actively involved with the CIPD at
national funding bodies, private organisations and the local level. She has researched and written on inter-
CIPD. She is a frequent contributor to international national executive search and selection.
8904 HRMA_A01.QXD 23/10/03 2:28 pm Page xix

Glossary of terms and abbreviations xix

ACKNOWLEDGEMENTS

The editors would like to thank the contributors to this volume who have valiantly met
deadlines despite a demanding year within the HRM department at De Montfort
University. We would also like to thank their partners and families for their forbearance.
In addition we convey a special thank you to Margaret Spence (the De Montfort
University HRM departmental secretary) who has put in considerable time and effort in
creating earlier editions and has been of great service to many of us on this one.
Thanks also go to our commissioning editors and other staff at Pearson Education for
their patient support in helping this edition towards the printing press and website. The
support, help and advice of Louise Lakey and David Cox, who took over from Louise,
and did an excellent job in picking up the threads is greatly appreciated. Thanks also go
to Amanda Thompson, Nicola Chilvers, Jacqueline Senior and Alison Kirk who were
ever helpful and diplomatic in dealing with our gripes and moans.

Publisher’s acknowledgements
Table 1.1 from New Perspectives on Human Resource Management, Routledge (Storey, J. 1989),
Table 2.1 and Figure 2.3 from What is Strategy and Does it Matter? 2nd Edition (Whittington, R.
2001), Figure 5.4 from Human Resource Management: A Critical Text, Routledge (Rothwell, S.
1995), Figure 14.1 from Towards A New Industrial Democracy: Worker’s Participation in
Industry, Routledge & Kegan Paul (Poole, M. 1986), with permission of Thomson Publishing
Services; Table 1.2 and Figure 1.5 from Developments in the Management of Human Resources:
An Analytical Review, Blackwell (Storey, J. 1999), Table 2.8 and Figure 2.1 from Contemporary
Strategy Analysis: Concepts, Techniques, Applications, 4th Edition, Blackwell (Grant, R. M.
2002), Table 17.4 and Table 17.5 from ‘Re-inventing China’s industrial relations at enterprise
level: an empirical field-study in four major cities’, Industrial Relations Journal, Vol. 30, No. 3, pp.
243–260 (Ding, Z & Warner M. 1999), Figure 6.3 Successful Selection of Interviewing, Blackwell
(Anderson, N. & Shackleton, V. 1993), with permission of Blackwell Publishing Limited; Table
2.2 from Academy of Management Executive by Schuler & Jackson, Table 2.3 from Academy of
Management Journal by Delery & Doty, Table 2.6 Academy of Management Journal by Becker &
Gerhart, copyright 1987, 1996 and 1996, respectively, by Acad of Mgmt, reproduced with per-
mission of Acad of Mgmt in the format Textbook via Copyright Clearance Center; Table 2.4 from
Competing for the Future (Hamel, G. and Prahalad, C. 1994), reprinted by permission of Harvard
Business Review, © 1994 by the Harvard School of Publishing Corporation, all rights reserved,
Figure 2.2 from ‘Crafting strategy’, Harvard Business Review, July–August, pp. 65–75 (Mitzberg,
H. 1987), copyright © 1987 by the Harvard Business School Publishing Corporation, all rights
reserved; Table 2.5, this material is taken from People Management and Development, 2nd
Edition (Marchington, M. & Wilkinson, A. 2002), Table 6.6 from ‘Recruitment and retention’,
Survey Report, p. 12 (CIPD, 2002a), Table 6.7 from ‘Recruitment on the internet’, Quick Facts
(CIPD, 2002c), with the permission of the Chartered Institute of Personnel and Development,
London; Table 2.7 from Strategic Human Resource Management Practice, A Guide to Action, 2nd
Edition, Kogan Page (Armstrong, M. and Baron, A. 2002), Figure 5.5 from A Handbook of
Human Resource Management, 8th Edition, Kogan Page, p. 363 (Armstrong, A. 2001); Table 6.3
from ‘Human resource issues of the European Union’, Financial Times, p. 247 (Leat, M. 1998),
Chapter 13. p. 510 from Organizational Behaviour: An Introductory Text, 4th Edition, Financial
Times, Prentice Hall (Huczynski, A. A. and Buchanan, D. A. 2001), Figure 2.4 from Human
Resource Management, 4th Edition (Torrington, D. and Hall, L. 1998), Figure 5.1 from People
Resourcing: Human Resource Management in Practise (Pilbeam, S. and Corbridge, M. 2002),
with permission of Pearson Education Limited; Table 6.4 from Social Trends 2002, Table 9.3 from
Department of Education and Science ‘International statistics comparisons of the education and
training of 16 and 18 year olds’ Statistical Bulletin 1/90, January: DES and Table 13.1 from New
Other documents randomly have
different content
"Then we will go that way."
For the next few miles we rode rapidly, neither speaking a word, but
presently she slackened her horse's pace.
"How far is Tresillian from here?" she asked.
"About one mile."
"Thank you for being so frank," she said after a few seconds of
silence.
"I know it must be unpleasant for me to be near you," I said bitterly;
"but believe me, I will trouble you no longer than I can help."
"When you have taken me to my destination, what will you do?"
"I shall start for London."
"Why?"
"There can be nothing left for me in Cornwall. I shall join the King's
standard, and honourably seek my way to fortune."
"You will lose your home, the home of your fathers?"
"It must be."
"You say that—that man gave you money."
"Yes, but he will be amply recouped. All the same, I shall send him
the amount as soon as I have earned it."
"What kind of man is he? And what kind of man is—is his son?"
Again I did not spare myself, indeed I took a sort of savage delight
in describing the two men I had promised to serve.
"And if you had taken me to Treviscoe, you would claim the deeds.
You would have fulfilled your obligations to them, and the old
homestead would be yours?"
"Forgive me," I cried, "I did not know I could have become so base,"
and indeed at that moment I felt unworthy to ride by her side.
"Can you think of Trevisa's purpose in wanting to get me there?" she
asked, without seeming to notice my words.
"I think I told you," I replied bitterly.
"Yes, but he told you nothing of the means by which he hoped to
carry out his purpose?"
"No, it was nothing to me. I was desperate, mad. Besides I thought
not of that, and I—I loved adventure."
"But you give me your sacred promise that you will take me
wherever I desire to go?"
"You know I do. I despise myself. Believe me, I am not at heart a
base villain, and I am anxious to prove to you how bitterly I repent—
what I bargained to do. I long to break my miserable promise; nay, I
shall be glad to bear the consequences of failing to redeem my
pledge to him. I—I will do anything, suffer anything to carry out
your purposes." This I said hesitatingly, because it came to me that I
was betraying the love for her which was burning in my heart.
"You mean, then, that you will take me wherever I ask you?"
"Yes, yes!" I said eagerly.
"Then take me to Treviscoe, to the home of these—these Trevisas."
I started back aghast. "No, no!" I cried.
"But you have promised me, promised me on your honour."
"But—but you do not understand."
"I understand perfectly."
"They are both miserable, sensual wretches."
"You told me that a little while ago. But please take me there."
"I am sure they have sinister, evil purposes in wishing to get you
there."
"Most likely, nevertheless I rely on your promises."
"They will do their utmost to get you into their power. They have no
conscience, no sense of honour."
"I should judge not. But I will go."
I looked into her face. Her eyes shone like live coals, her face was as
pale as death, but I could see she was resolute.
"Very well," I said with a sigh. "I will do as you command me."
It was now midnight, and we were within two miles of Truro.
"It is well on to twenty miles from here to Trevisa's place," I said,
"and the roads are bad. To say the least, it is a three hours' journey.
There is a good inn at Truro, and I think you would be safe there.
Which will you do—stay at Truro, or ride direct to Trevisa's?"
She hesitated a few seconds, then she decided to stay at Truro. I
was glad of this, because I knew she must be very weary. Half an
hour later our horses were in a comfortable stable, while Mistress
Nancy Molesworth sat at the same table with me in one of the best
inns in the county.
"You still wish me to take you to Treviscoe?" I said after we had
partaken of refreshment.
"Yes. Good-night."
When I reached my room I pondered long over the events of the
day, and wondered much at the maid Nancy's behaviour, but could
not divine her motives. I determined to take her to Peter Trevisa as
she had commanded, but I was strong in my resolve to watch over
her as jealously as a young mother watches over her first-born child.
It was past midday when I awoke, and so I hurriedly dressed,
wondering what the woman I had learnt to love would think of me,
but when I went down-stairs I discovered that she had not yet risen.
I went to the stables and examined the horses. They were well fed
and groomed, and as far as I could gather, no one had been there
making inquiries concerning us. This put me at my ease, and when
presently Mistress Nancy appeared, I assured her of her safety.
About an hour before dark we left Truro, and during our ride she
asked me many questions, the meaning of which I could not
understand. One thing she insisted on, for which in my heart I
thanked her. It was that we should take my attorney, Mr. Hendy, with
us to Treviscoe, for I knew that Peter Trevisa had a great terror of
the law. Accordingly we called at the old lawyer's house, and asked
him to accompany us. He seemed much surprised at seeing us, and
the more was his astonishment when he discovered that Mistress
Nancy went to Treviscoe against my will, for this he soon discovered.
He said but little, however, and rode quietly with us like a man in a
dream.
"What do you wish me to say to these men, Mistress Molesworth?" I
said to her, when Treviscoe appeared in sight.
"Nothing," she replied absently.
"Nothing!"
"No. That is, say just what you would have said if you had carried
out the purpose with which you started out."
Her words pierced me like a dagger-thrust, but I said nothing. A few
minutes later we came up to the hall door.
Was Mr. Trevisa at home?
"Yes," the servant replied; "old Mr. Trevisa is, but not young Mr.
Peter."
At this I was glad, but on looking at the maid Nancy's face I saw
that she seemed perfectly indifferent. All the same she held tightly
by her serving-maid's arm.
Old Peter seemed overjoyed at our appearance.
"What, Roger, lad!" he cried; "welcome, welcome! I see you've
brought a guest for us too. Ah, she is doubly, trebly welcome. You've
come for a long stay, I trust, Mistress Molesworth. Ah, but you must
be tired; I will order refreshments. Here, Pollizock, you knave, take
refreshments into the dining-hall without delay. I am sorry my Peter
is away, but he will be back to-morrow. I have many things I want to
speak to you about, Mistress Molesworth. You will not desire much
company to-night, and doubtless both Roger and my friend Hendy
will want to be jogging as soon as they've had a bite. Mary
Tolgarrick will have many knick-knacks, such as ladies need, won't
you, eh, Mary?"
"Thank you," replied the maid, her face still set and stern, "but I
bought all that I need in Truro to-day; my maid Amelia will bring
them to me."
"It is well," sniggered old Peter. "Be at home, my lady. Ah, I wish my
Peter were here! He is always witty and gay. But he is away in your
interest, Mistress Molesworth; he will have many things to tell you—
many things he hath discovered. But my son Peter is wise, very
wise."
The ladies went out of the room, leaving Lawyer Hendy and myself
with old Peter.
"Ah, Roger lad," cried the old man, "you are a man. Smart and
clever. You have saved Trevanion for yourself. When my Peter comes
back we will settle the matter legally. Did you have much trouble, my
lad? Ah, you must have played a deep game with the Killigrews."
I did not reply. I could not. I was too much ashamed. To think that I
had planned to bring a well-born maid into such company, to
remember that forever the woman I loved must think of me as doing
this, was to fill my cup of degradation and misery.
And yet she had come here of her own free will—aye, she had
insisted on coming after I had told her all. This I could not
understand.
"Have the Killigrews any idea where you have taken their ward,
Roger Trevanion?" asked old Peter presently.
"No."
"No? That is well. Tell me about it, lad?"
"I cannot to-night; I am not in the humour."
"Still surly, Roger? Ha, I know you hate to have aught to do with
women. But you will be paid. You have brought her here as you said,
and you shall be well paid, well paid."
My arms ached to throttle the old wretch. I longed to place my
hands around his skinny neck and choke him, but I did nothing.
Then old Peter began talking to Lawyer Hendy, and I fell to
wondering what the end of the business was to be. That the maid
Nancy would fall in with old Peter's plans, I could not believe; and
yet she evidently intended to stay there. Would she desire me to be
near as her protector? What were her purposes? But the maid's
mind was a sealed book to me.
Presently she appeared again, her face still set, and her eyes
burning with the light of purpose. Old Peter led the way into the
dining-hall, and although I could not eat, I took my seat at the table.
"We shall not need you," said old Peter to the servants; "leave us.
We can talk more freely now," he whined, turning towards us. "Is
there anything I can do for you, Mistress Molesworth?"
"Yes," she replied steadily; "I wish you to fulfil your obligations to
Master Roger Trevanion, and give him the deeds of his estates."
"When my son Peter comes home everything shall be settled, my
dear lady."
"They can be settled now, can they not?"
"It will be difficult. I do not suppose our friend Hendy hath the
papers at hand."
"Yes, I have them here," replied the lawyer.
At this I knew not what to say. My mind was torn with conflicting
thoughts.
 CHAPTER XVII.
THE CHARGE OF TREASON.

Peter Trevisa seemed much chagrined at the course events were

taking. Doubtless he would twist and turn like a fox before fulfilling
his promises; but the maid stood expectant by as the attorney took
some papers from a receptacle and laid them on the table.
"Everything is in order here," said the old man quietly. "Of course,
certain formalities will have to be complied with, but——"
"I will have none of it!" I cried; "none of it." So saying, I rose to
leave the room.
"Do you wish me to render you any further service, Mistress
Molesworth?" I continued hastily, "Have you any commands for me?"
"Do you mean to say," she asked quietly, "that you will not use to
your advantage the means you have obtained in order to——"
I interrupted her rudely, for truly I was sore distraught.
"Think not too badly of me," I cried. "I am mean enough, God
knows; but being in the company of a good woman has taught me
what a man ought to be. No, no. I am a beggar—a beggar I will
remain until I win my fortune honourably. Tell me what I can do to
serve you?"
"Nothing," she replied, coldly, I thought.
"You will stay here, then?"
"Yes," she replied slowly; "seeing that Mr. Trevisa is so hospitably
inclined, I will remain during the night."
"Many nights, my fair lady," cried old Peter gaily. "Treviscoe is very
fair demesne, and when my son comes back to-morrow he will make
it very pleasant for you. Ah! Roger knows that it is our joy to help all
those who are sorrowful or oppressed."
"And is it your desire that I should leave you here?" I asked almost
bitterly.
"You are sure you will not claim what is your right?" she asked.
"Sure you will not allow Mr. Hendy to establish you at your old
home?"
"I have no home," I cried. "If you do not wish me to stay and serve
you, I will ride back to the old place, and, having discharged the
servants, I will leave it forever."
"Nay, nay, Roger," cried old Peter, yet I saw that his eyes gleamed
with avarice.
Taking no notice of him I waited for the maid Nancy's answer. "Do
you wish me to remain near you?" I repeated.
"No," she answered; "but I should like Mr. Hendy to stay for an hour
or so if he will."
"Then I am dismissed?" I said rudely, for my heart was very sore;
but she made no answer, whereupon I turned on my heel, and a few
minutes later was riding towards my old home.
Old Daniel welcomed me with tearful eyes. I might have been away
years instead of a few days. And yet, as I considered what had
happened since I bade him good-bye, years seemed to have
elapsed.
"Is all well, Daniel?" I asked, after many protestations of joy and
affection on his part.
"All well, Master Roger; all well. The attorney hath been here much,
but I have no complaints to make. The serving-maids will be rejoiced
to see 'ee, sur. They say the 'ouse is so lonely as a church when you
be out ov et. Aw, sur, I be glad to see 'ee."
I had meant to tell the old man of my plans, but his joy at seeing me
tied my tongue. I did not think the servants cared so much for me,
and this revelation of their affection made it hard for me to tell them
that on the morrow they would have to leave my service and the
house which some of them had learnt to love. As a consequence, I
determined to delay the news until the following morning.
This set me thinking again upon all that had happened, and, as well
as I could, I tried to understand the whole bearing of the case. I had
successfully completed the work I had undertaken, but in so doing I
had changed the whole tenor of my life. I had gone to Endellion a
woman hater; on returning I knew that I had willingly laid my heart
at a woman's feet. I had, on discovering this, abandoned the idea of
taking the maid Nancy to Treviscoe, and she had insisted on going.
Why? I formed many surmises concerning this, but could think of
nothing which satisfied me. The great question, however, was what
would become of her? That she had a purpose in going to Trevisa's I
did not doubt; but I knew, too, that old Peter would not lightly let
her leave his house. Doubtless, also, young Peter had devised many
plans for the purpose of fulfilling his heart's desire. I knew he would
seek to forge claims whereby he would try and bind Nancy to him.
And I had left her at Treviscoe, unprotected and alone. True, I was
confident that she could hold her own against both father and son,
nevertheless it was dangerous for her to be there.
Then what purpose had she in speaking with the attorney? Why was
she anxious for me to leave her? For she was anxious. I called to
mind the conversation which took place at Treviscoe, and which I
have but meagrely described, and I was certain that she was
relieved when I left her. Did she loathe my presence? Did she scorn
me for playing so unmanly a part? Badly as I acted, I was less to be
blamed than the men who had employed me. Besides, I had refused
to benefit by what I had done. After much thinking, I determined
not to leave the neighbourhood. I would watch over her, I would be
near to protect her in case of danger.
This was the last thought in my mind before I fell asleep, and all
through the night I dreamed I was defending her from powerful
enemies, and rescuing her from dire perils.
I was awoke by Daniel knocking at my door.
"You be wanted down-stairs, sur."
"Wanted by whom, Daniel?"
"Some gen'lemen; I doan't knaw who they be. But they say tes very
important, sur."
I hastily dressed, and made my way into the library where Daniel at
my request had shown my visitors. The moment I entered the room
a tall man came towards me, and placing his hand on my shoulder
said quietly:
"Roger Trevanion, you are a prisoner."
"A prisoner!" I cried; "for what?"
"Treason."
"Treason! You must be mad!"
"That remains to be proved."
"But at least you can state in something like detail what you mean.
What have I done? Wherein have I acted wrongly?"
"It is not for me to answer. I have simply to do my duty. I am
instructed to arrest you, and that is my purpose in being here.
Doubtless you will be allowed every opportunity of defending
yourself—but with that I have nothing to do. My commands are to
take you to Viscount Falmouth in a way befitting your station.
Consequently, if you give me your word that you will offer no
resistance, you may accompany us to Tregothnan as though you
were simply going there on some private business."
I looked around the room, and saw three other men. Evidently the
spokesman had brought them for the purpose of taking me by force
in case of necessity.
As may be imagined, I was for a few minutes stunned by the course
events had taken. I had never dreamed that I was in the slightest
danger; I had no idea that I had by any action placed myself under
suspicion.
Presently, however, I thought I saw Otho Killigrew's hands at work; I
imagined I saw evidence of his busy brain; I became more self-
possessed after this, and although I was in sore straits at the
thought of leaving Nancy at Treviscoe, I tried to regard the whole
matter as a joke.
"Gentlemen," I said, "what grounds there are for apprehending me I
have not the ghost of an idea. I, as all my fathers were, am a true
supporter of both crown and church. But, of course, you have done
right in obeying orders, and I will be ready to go with you in a few
minutes. In the mean time I hope you will join me at breakfast."
They willingly fell in with this proposal, but although I tried hard, I
could get no information from them beyond what I have here set
down. An hour later I was on my way to Tregothnan, where I was
presently informed Hugh Boscawen (Viscount Falmouth) awaited me.
Perhaps there is no lovelier spot anywhere between the Tamar and
Land's-end than Tregothnan. It overlooks the Truro River, and all
that vast stretch of woodland which surrounds it. Around the house,
which is an ancient pile, are rare gardens and parks, where old trees
grow, the like of which is not to be found in the fairest county in
England. The house was in many parts becoming decayed, and I had
heard reports that Hugh Boscawen hoped one day to replace it by a
more commodious dwelling. But I suspect that, like his father, he
was too busy with political schemes to care much for a place justly
renowned for many miles around.
I was shown into the library where Hugh Boscawen and three other
gentlemen sat. Two of these I knew slightly. One was Sir John
Grenville and another John Rosecorroch, the forefathers of both of
whom fought against Cromwell nearly a century before. My
attention, however, was more particularly drawn to Hugh Boscawen,
before whom I was especially brought. As I looked at his face I was
somewhat reminded of his father, who had died eleven years before,
and whom I had twice seen. It called to my mind, also, the stories I
had heard about the first viscount. So great was the old man's
political zeal that he had caused the arrest of many who held high
monarchical principles. Even Sir Richard Vyvian or Trelowaren, and
Mr. Tremain, two of the most renowned and highly respected
gentlemen for miles around, did not escape his vigilance. They were
friends of his too, but, as he declared, "friendship had nought to do
with principles."
The son, however, was not so great a man as his father. He had not
the same commanding countenance, neither did his eyes flash forth
the same light. On the other hand, the man before whom I stood
seemed to be aware that he did not possess a keen, penetrating
intellect, and as a consequence was suspicious and very cautious.
Report had it, too, that he was very zealous in his service for the
King, and would leave no stone unturned in order to carry out his
designs. In proof of this, he had, as I have already stated, been
engaged in raising an army to resist any forces which the Young
Pretender might be able to command.
"Roger Trevanion," he said slowly, "I am sorry to see you here."
"Then it is a pity I should have been brought here, my lord," I said a
little hotly, for it went sore against the grain to be brought a prisoner
before a man whose family was no nobler than my own.
"Neither would you have been brought here," he replied, "had not
the country been threatened by danger, and some, about whose
loyalty there should be no doubt, have become renegades."
"You may have received information which has no foundation in fact,
my lord," was my reply. "Nevertheless I should like to ask two
questions. First, what right have you to have me brought here a
prisoner? and second (providing you can prove your right to arrest
whom you please), what are the charges laid against me?"
"Although you have asked your questions with but little respect for
my position," he replied hotly, and I saw that his vanity was touched,
"I may inform you that by the gracious commands of His Majesty,
King George II., it is my duty not only to raise an army in Cornwall
wherewith to fight any rebels who may take up arms on the side of
the young Pretender, but also to arrest any who give evidence of
plotting against the peace of the country, or who in any way favor
the claims of the descendants of the Stuarts."
"Admitting that you are commissioned to arrest traitors," I said, "I
wish to know why I am included in such a category. This is the first
time a Trevanion was ever degraded in such a way, and if I speak
hotly, I think there is but little wonder."
"I have treated you leniently, Roger Trevanion," he replied.
"Remembering the house to which you belong, I ordered that your
arrest should not be made public, and that every consideration
should be shown you. Have not my commands been obeyed?"
"As to that," I replied, "I have no complaints to offer. My grievance is
that I have been brought here at all; for truly I know of nothing in
the nature of treason that can be laid to my charge."
In reply to this Sir John Grenville handed Hugh Boscawen papers
which he had been scanning, and on which I gathered the charge
against me had been written.
"You shall yourself be the judge whether I, holding the commission I
do, have not acted rightly in bringing you here; and I here repeat
that nothing but respect for your name has kept me from making
the matter public and treating you as others, acting as you have
acted, have been treated all over the country. Indeed, I doubt
whether I have done right in using the discretionary powers invested
in me in such a way as to shield you from public calumny. If your
conduct were bruited abroad, the brave fellows who have voluntarily
armed themselves to fight for the King all up and down the country
would without hesitation throw you into the deepest dungeon
beneath Pendennis Castle, even if they did not at once kill you." This
he said with, I thought, a sort of peacock pride, which made me,
short of temper as I was, itch to make him swallow his words.
"It ill becomes one possessing your powers to condemn a man
unheard," I cried hotly. "What is written on that paper I know not;
this I know, if there is anything alleged against my loyalty, I will
proclaim the man who wrote it a liar."
Hugh Boscawen seemed about to lose his temper, but he was
restrained by Sir John Grenville, who seemed to regard me more
favorably.
"Very well," he said at length, "I will relate the charges made against
you. If you can clear yourself, well and good; if not, you must
prepare for the consequences."
Knowing not what might be written, and fearing Otho Killigrew's
cunning (for I felt sure I saw his hand in all this), I foolishly called
out for a public trial.
"There is no need at present for a public trial," said Hugh Boscawen,
who I could see was prejudged against me. "I am especially
commissioned to deal with such as you."
"Up to about fourteen days ago," he continued, "you were known to
live a useless and dissolute life. Instead of taking your part in the
service of the country, your time was spent in gaming, drinking, and
such like foolish pursuits. Do you deny this?"
"I do not," I replied. "I acted as many others are acting. Perchance
some of the many sons of your late father behave little differently
even to-day. But is there aught that smacks of treason in this?"
"No; but even while living this life, you often let hints drop
concerning the danger of our gracious King, and the coming of the
young Pretender."
"But never to favour his coming," I replied.
"This taken by itself would have but little meaning," he went on;
"but subsequent events cause your words to have grave import."
"What subsequent events, my lord?" I asked hotly.
"About fourteen days ago you left your home, and rode away alone.
Will you tell me the object of your journey?"
I was silent, for in truth I cared not to tell this man about the flight
of the maid Nancy.
"You are silent. If your journey was honourable, what need is there
for seeking to hide it?"
"My lord," I said, "most of us have our secrets. They may be
innocent enough, but still we do not care to have them made public
property."
"Ordinarily that may be true," he replied; "but remembering the
charge against you, I shall require you to state why you left
Trevanion."
"For no traitorous purpose, my lord, that I will swear. My reason for
leaving home had nothing whatever to do with the coming of the
Pretender."
"Out of your own mouth I will convict you," he replied. "Did you not
tell Colman Killigrew, of Endellion, that you came to see him for the
very purpose of seeking to help the enemy of the King?"
The words came upon me like a thunderbolt. I saw now that my
position was more dangerous than I had conceived.
"Believe me, my lord," I cried, "I had another purpose in going to
Endellion. I, hearing that Killigrew favored Charles Stuart, used that
as a means whereby I might enter his house."
"You told him a lie."
"It was necessary in order to accomplish that on which I had set my
mind."
"You admit telling a lie to him. How do I know you would not tell a
lie to me?"
"But it is well known that the Killigrews are enemies of George II.," I
cried.
Hugh Boscawen smiled scornfully. Not great of intellect, he
nevertheless sought to impress me with his erudition.
"I know that the Killigrews pretend this," he replied, "but only for the
purpose of serving the King. It is true that the family hath nearly
died out, and beyond this one branch there are no representatives;
but they have always supported king and crown."
"Tom Killigrew was Master of Revels of Charles II.," I replied hotly,
"and the family have always sworn allegiance to the Stuart race."
"I am not here to bandy words with you, Roger Trevanion," he said;
"the question is, Did you or did you not offer your services to
Colman Killigrew? Did you not offer to help to raise an army against
the king? Did you not say that the people called Methodists were
papists in disguise, and desired to bring back the Catholic religion,
and again establish high monarchical powers?"
Again I was silent, for in truth I had no answer to give.
"I am waiting for you to speak," he continued presently.
"I have no answer to make beyond again saying that this was a
mere subterfuge on my part to establish a footing in the house."
"Why wished you to establish a footing in the house?"
"This also must remain my secret for the present," was my answer.
"I tell you you are making a rope for your own neck," said Sir John
Grenville. "Tell the truth, lad; we are not thine enemies."
"I will give you one more chance," said Hugh Boscawen. "You have
refused to answer the other questions I have asked, will you answer
this? There is a man known to hate the house of Hanover, who
wanders up and down the country in many disguises. Yesterday he
was a priest of the Catholic order, to-day he is a hermit living in
cells, to-morrow he will be a wandering minstrel and tale-teller; the
day after he will meet with men of high degree and converse with
them as with equals. He is known as Uncle Anthony, as Father
Anthony, as Sir Anthony Tregarrick. Ah! I see your lips tremble! Well,
this man is one of the most dangerous men in the country; he has
gone to France, and has had secret converse with him who is
desirous of leading the rebels to battle; he is commissioned to
arouse a rebellious feeling in Cornwall, and he hath been doing this
by many underhanded means. Answer me this: Have you met this
man disguised as a traveling tale-teller? Have you allowed him to
ride on your horse? Have you had secret converse with him in one of
his many hiding-places?"
"For no seditious purpose, my lord."
"But you have had converse with him?"
"Yes, but my conversation hath had naught to do with the coming of
Charles."
"That may be proved. For a week past I have used many means to
discover this man's whereabouts. If he is taken he will assuredly die.
You were in his company not many days ago. Do you know where
he is now?"
It seemed as though the fates were against me. Truth was, I had, in
spite of everything, learned to love this lonely old man. If I told all
the truth I should be the means of his death, so I again held my
peace.
"You know where he is," said Sir John Grenville, who had several
times advised Hugh Boscawen as to the questions he should ask me.
"Tell us where you saw him last and it shall be well for you."
"Never have I spoken one word with the travelling droll about the
affairs of the nation," I replied; "and I defy any man to prove that I
have used any endeavours to injure my king."
"But we have witnesses!"
"Then let your witnesses appear!" I cried hotly, for I thought I was
safe in saying this.
"They shall appear, Roger Trevanion," said Hugh Boscawen; "they
shall appear," whereupon he signaled for a serving-man to attend
him. When the man came, Hugh Boscawen spoke to him in low
tones, and immediately after we were left alone again.
"You say no man hath heard you proclaim against our gracious
king?" said Hugh Boscawen to me.
"No man," I replied.
No sooner had I spoken than the door opened, and Otho Killigrew
and his brother Clement entered the room. Upon this my heart
fluttered much, for I knew Otho to be as cunning as the devil, and
as merciless. All the same I met his gaze boldly, for I determined
now we had met in this way that it should go hard with him. But I
did not know then the man with whom I had to deal.
 CHAPTER XVIII.
OTHO KILLIGREW'S VICTORY.

Both Otho Killigrew and his brother Clement bowed courteously to

Hugh Boscawen. Both, too, appeared perfectly at ease in his
presence.
"I have asked you to come here," said Viscount Falmouth to them
blandly, "in order to substantiate the charge you made last night
against Roger Trevanion."
"I should have been glad to have escaped the duty," replied Otho,
speaking slowly as was his wont, "but as a loyal subject of our
gracious Majesty, George II., whom may God preserve, I could do no
other."
"You could not if your charges are true," was Falmouth's rejoinder.
"The name of Killigrew hath long been associated with the best life
of the county. I remember that the coat-of-arms of Falmouth, with
which town I am so closely associated by name and interest, is
taken from that of the Killigrews. Let me see, your arms are those of
the Devonshire Killigrews, and are gules, three mascles or. It pleases
me much that your branch of that ancient and honourable family
remain loyal, especially as evil reports have been rife concerning
you."
"My father hath allowed reports to go forth uncontradicted," replied
Otho; "he found that by so doing he could best serve his king. And
as a further proof of the loyalty of our family, we have at the first
opportunity laid information before you concerning this man, Roger
Trevanion."
"Will you be good enough to repeat here what you stated last night
concerning him, so that he may have every opportunity of defending
himself?"
I cannot here put down in exact words the story which Otho
Killigrew told, for in truth I cannot do justice to the subtlety of his
mind, nor describe his power of twisting actions and statements
which were most innocent into what seemed definite proof that I
was a most determined enemy of the king. As I listened my power
of speech seemed for a time to be gone, and I could do nothing but
stare first at him, and then at Hugh Boscawen as though I was a
born fool. I saw, too, on consideration, that my actions had laid me
open to such an accusation. I had pretended to be a papist; I had
declared myself to be in favor of the return of Charles the Pretender;
I had promised old Colman Killigrew to obtain recruits to fight
against the King. Moreover, if I defended myself I must tell the
whole miserable story of my bargain with Peter Trevisa, and then
drag in the name of the maid who became constantly dearer to me.
Thus when Hugh Boscawen asked me if I had aught to say, I was for
a few moments stupidly silent.
"Look you," said Sir John Grenville, "you can at least answer plain
questions. Did you, on going to Endellion, tell Master Colman
Killigrew that you were a papist, and that hearing he was in the
favour of the Pretender's return, you desired to offer him your
service? Yes, or no?"
"That is true, Sir John," I blurted out; "but I only used this as a
means whereby I might be able to enter the house."
"But why did you wish to enter the house?"
Again I was silent, for in truth I could not make up my mind to tell
the whole truth. I knew that Otho Killigrew longed to know my real
reason for coming to Endellion; longed to know what interest I had
in the maid, Nancy Molesworth, and was doubtless using every
means in his power to try and find out where I had taken her. I was
sure, moreover, that did I once begin to tell my story, I should
probably let words fall that might give him a knowledge of her
whereabouts, and then she would be quickly in his power again. But
besides all this, I had given my promise to Peter Trevisa, before
undertaking the mission of which I had become so heartily ashamed,
that I would tell no man concerning it. At the time I had made the
promise I had seen no danger, and had any one told me two days
before that any of the Killigrews of Endellion would dare to charge
me with treason against the king, I would have laughed at him. Yet
such was the case, and innocent as I was of all traitorous purposes,
I could see no loophole for my escape.
"You are silent in relation to Sir John's query," said Hugh Boscawen,
who did not seem to relish any one asking questions but himself.
"Let me ask you one in Master Otho Killigrew's presence: Did you or
did you not promise to try and get recruits to try and fight against
the king?"
"What I said had no meaning in it," I replied. "The king hath no
truer or more loyal subject than Roger Trevanion."
"If you are a true and loyal subject, you will be glad to give
information whereby all traitors can be brought to book," replied
Boscawen. "I mentioned just now the name of one who, when you
were with him, was known as a traveling droll, by the name of Uncle
Anthony. As I told you, he is the most dangerous man in the county.
Will you tell us what you know of him?"
"I know Uncle Anthony as a welcome guest of Colman Killigrew," I
replied. "When first I went to Endellion I was attacked by Otho
Killigrew's brother, and they would perchance have done me harm
but for the interference of the old man to whom you refer. As soon
as they saw that he was my companion they received me kindly.
When I entered the house I perceived that he was treated with
great respect—almost as an honoured guest."
"I may say," replied Otho calmly, "that this is true. My father had
doubts concerning him, but would do nothing against him until he
was absolutely sure of his guilt. Knowing of the reports circulated
about our family he came to our house and was received kindly, as
we try to receive all visitors. It was during his last visit that my
father's suspicions concerning him were confirmed."
"Then," cried I, "why did you not arrest him?"
"I may also say," went on Otho, without seeming to notice me, "that
by some secret means unknown to us, he left on the same night he
arrived with Roger Trevanion. But even had he stayed he would have
been safe."
"Why?" asked Sir John Grenville.
"Because," replied Otho, "he entered our house as a guest,—as a
humble one, it is true, but still as a guest, and therefore we could
take no steps against him. When gone, however, and we had been
able to verify our doubts concerning him, I deemed it right to
mention the fact of his visit to my Lord Falmouth."
"But he hath long been known to me as a dangerous man," cried
Hugh Boscawen.
"We live far away from centers of information at Endellion," replied
Otho humbly.
"And you say that Roger Trevanion knows where this man can be
found?"
"I know that he has been the companion of the man," replied Otho,
"and that he can probably tell where he now resides."
"I do not know," I replied, thinking that he might have removed
from the lonely chapel.
"When saw you him last, and where?" asked Hugh Boscawen.
Again I hesitated. Ought I to tell of the old man's whereabouts? I
could not see into the depths of Otho Killigrew's mind, but I felt
assured that he had some purpose in bringing in Uncle Anthony's
name. Did he desire to punish him for assisting Mistress Nancy
Molesworth's escape? Did he think I might be led to speak of him
and thus tell of my purpose in coming to Endellion. I was sure that
this puzzled him sorely. Was it to find out this that he had braved the
danger of visiting Tregothnan, the home of the man whose joy it
was to find out treason and punish it? I knew next to nothing of the
old story-teller. He might or might not be a political meddler. I was
sure, however, that he was shrewd beyond common, and would
have friends unknown to me. He had many hiding-places too, and in
spite of his wound it was not likely that he would stay at the hermit's
chapel.
Then another thought struck me. If it was the purpose of Hugh
Boscawen to arrest Uncle Anthony, the old man would surely be
aware of it, and any information I might be able to give would effect
but little. On the other hand, if he were told that Otho Killigrew had
laid information concerning him, the keen old recluse would not
hesitate to make out a bad case against the Killigrews, and, in spite
of the part they were playing, would pull their mask aside, and show
the Viscount their real sentiments. I therefore determined to speak
freely.
"When I last saw Uncle Anthony," I replied, "he was lying in a lonely
chapel in the parish of St. Mawgan. He had been wounded by Otho
Killigrew for seeking to defeat his evil purposes."
"What evil purposes?"
"I will let the old droll answer that, when you have taken him," I
replied; "but it had naught to do with treason against the king."
"Had it to do with the purpose for which you say you went to
Endellion?" asked Sir John Grenville.
"It had, Sir John."
"Then let me tell you this," said the baronet, "it will be well for you if
you will tell us the reason for which you took this journey and the
event which led to this charge being made against you."
At that moment I turned and caught the eye of Otho Killigrew; and
from the eagerness with which he looked at me, I knew that he
longed for me to answer Sir John's question. Was there something
lurking behind of which I had no knowledge? Had Peter Trevisa and
his son told me everything when he asked me to bring the maid,
Nancy Molesworth, to them? Had Otho Killigrew come to the
conclusion that I might help him to find out some valuable secrets?
During the time he had been accusing me of treason, he had never
once hinted at the truth. Did he know where Mistress Nancy was?
And more than this, might not one of his reasons for placing himself
in danger in order to cause my arrest be that he feared me? I
remembered now that I knew nothing of the maid Nancy's life prior
to her coming to Endellion, and I reproached myself for not asking
her.
All this flashed through my mind in a second, and determined me
more than ever to let drop no hint as to the truth. Possibly I should
be doing the maid I loved incalculable injury by so doing, for I knew
that Otho Killigrew was merciless.
"There be certain things, Sir John, which a gentleman may not tell,"
I replied. "You will know as well as I that the Trevanions have more
than once suffered rather than endanger the fair fame of a lady. I
can only give you my word of honour that I never dreamed of
treason, and that if it become necessary I am willing to take up arms
for the king."
"Methinks he tries to make me out a liar," replied Otho Killigrew,
speaking more quickly than was his wont; "I will be willing to
withdraw my charges if he will make it clear that what he has just
said is true. We be all gentlemen here, and not one of us would let
the fair name of a lady suffer."
By speaking thus he confirmed my suspicions, and I still held my
peace. Possibly Hugh Boscawen and Sir John Grenville, in their over-
zeal for the king, their minds poisoned by the cunning of Otho
Killigrew, might commit me for public trial, but I did not fear that. I
feared rather that by speaking I should give Killigrew a power which
he did not now possess, even though my knowledge was meager in
extreme.
After this I was asked many more questions, some of them
concerning Uncle Anthony, and others about matters which seemed
to me trivial beyond measure; but I was not able to assure my
judges of my innocence, and I was at length condemned to be
imprisoned at Launceston Castle until such time as I could be
publicly tried.
Now this was sore grief to me, for I should thus leave the maid
Nancy in the hands of Peter Trevisa and his son, or, what would be
worse, at the mercy of Otho Killigrew. It is true there seemed but
little danger that Peter Trevisa would play into Otho's hands, but I
had many doubts.
"My lord," I said, as soon as I was able to collect my thoughts "as
you know, I have been away from Trevanion for many days. May I
pray your clemency in so far that I may be allowed to return for a
few hours in order to consult my attorney and make other simple
arrangements concerning my servants?"
"This shall be granted," replied Hugh Boscawen. "It would ill beseem
that one of your name should be treated with lack of due courtesy.
You shall, therefore, ride to your house as a free man might; you
shall also be allowed to see your attorney. Furthermore, there is no
need that for the present the knowledge of the charges laid against
you should become public."
At this I knew not what to think, for I felt myself as it were in a
network of difficulties, and knew not whether Hugh Boscawen
desired to be my friend or enemy. All the same I determined to
make the most of my opportunities. I immediately sent a message to
Lawyer Hendy, therefore, asking him to meet me at Trevanion, and
tried to think of means whereby I could tell Mistress Nancy of the
fate which had befallen me, or, better still, to see her. Nothing,
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