PERFORMANCE RELATED PAY – ALIVE BUT NOT WELL

Abstracts: July 30th, 1998

Donkin R
Human Resources, (UK), Jan/Feb 98 (No 34)
Start page: 53 No of pages: 3

Summarizes the UK evidence that performance-related pay fails to improve employee performance, possibly even harming it. Despite this evidence, draws attention to the fact that many companies are keeping performance-related pay as part of their remuneration strategy, albeit as a small element of it. Considers the future of performance-related pay, looking at why managers and employees have distrusted it in the past and continue to do so. Suggests that performance-related pay should be changed so that it rewards team performance rather than individual performance. Also argues that the reward structure should widened to include skill and career development rather than just pay and benefits.

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FORTY THINGS EVERY MANAGER SHOULD KNOW ABOUT COACHING

Abstracts: July 29th, 1998

Burdedett J O
Journal of Management Development, (UK), Vol 17 No 2 98
Start page: 142 No of pages: 11

Argues that future success for organizations rests on managers learning how to take on a coaching role to develop the skills and abilities of employees. Lists forty issues which cover the techniques involved in all stages and aspects of coaching.

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CODES OF ETHICS AND ETHICAL CONDUCT:

Abstracts: July 28th, 1998

A view from the caring professions
Banks S
Public Money & Management, (UK), Jan-Mar 98 Vol 18 No 1
Start page: 27 No of pages: 4

Reviews the literature in identifying four views of the relationship between codes of ethics in professional work and ethical conduct – from being crucial to being antithetical; examines four codes of ethics in social work and other caring professions, and considers their principles/rules and functions (for client protection, etc.). Observes that they vary greatly, and discusses the meaning of ethical conduct in the context of professional practice; argues that practitioners need to be able to reflect on the meaning of principles and to apply these in an informed way. Calls for a dynamic relationship between codes and practice, and believes that a sense of belonging to a community of practitioners facilitates the enactment of principles.

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CAN SPECIALISTS BE GENERAL MANAGERS ?

Abstracts: July 27th, 1998

Developing paradoxical thinking in middle managers

Clarke M
Journal of Management Development, (UK), Vol 17 No 3 98
Start page: 191 No of pages: 16

Summarizes the changes that have taken place in the middle managers’ role and in the way that they are expected to carry out their managerial responsibilities, reducing their role as a technical expert and increasing the need for them to possess more generalist managerial skills. Considers how these changes have affected the way that middle managers see their jobs and their position within the organization, describing the need for them to adjust to the contradictions within the new situation. Suggests that paradoxical thinking might hold the answer, explaining how it could help managers to deal with uncertainty and change. Outlines the work done in Cranfield School of Management (UK) in this area, describing their ‘general management for specialists programme’ which aims to help middle and senior managers to develop a general management perspective by introducing them to the concept of paradoxical thinking and training them in new approaches to problem solving and decision making.

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A NEW MANDATE FOR HUMAN RESOURCES

Abstracts: July 26th, 1998

Ulrich D
Harvard Business Review, (USA), Jan-Feb 98 (76/1)
Start page: 124 No of pages: 11

Refers to the debate surrounding the role and maintenance of the human resource (HR) function; argues that HR has never been more necessary in achieving organizational excellence, and lists ways in which this excellence should be delivered. Sees a new agenda by which HR enables the organization to serve customers better and to increase shareholder value; states that the prime responsibility for transforming HR lies with the chief executive, and points to competitive challenges with which HR needs to play a leadership role – globalization, profitability through growth, technology, intellectual capital and change. Defines a new role for HR in terms of its partnering in strategy execution, administrative expertise, championing the employee and becoming a change agent; presents a change model that has been used by HR staff at General Electric (US conglomerate) in guiding the company’s transformation process. Outlines ways in which senior management can make HR focus on outcomes rather than on activities, e.g. investment in innovative HR practices.

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PERFORMANCE IMPROVEMENT: THE RISE AND FALL OF RE-ENGINEERING

Abstracts: July 24th, 1998

Harrington H J
The TQM Magazine, (UK), 1998 Vol 10 No 2
Start page: 69 No of pages: 3

Looks at the life cycle effect of organizational improvement methodologies, and suggests that one particular methodology, process re-engineering has moved rapidly from being the ‘in’ thing to do, to beyond the stage where it is no longer in favour because of a failure to produce desired results. Identifies and discusses five factors which have contributed to the rapid rise and failure of process re-engineering: misuse of methodology and misleading reported results; poor definition of its negative impact on the organization; a failure to understand the creative part of process re-engineering; too long a cycle time from start of projects to reaping results; and it produced too good a result. Concludes that despite these problems, process re-engineering is still an important approach.

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GOING THE DISTANCE WITH WEB-BASED TRAINING

Abstracts: July 23rd, 1998

Kursh S
Training & Development, (USA), Mar 98 (52/3)
Start page: 50 No of pages: 4

Reviews four distance learning software products which can be used for Web-based training, assessing the features of the software. Provides a comparative table showing the functions and features provided for training administration, course development, instruction and studying. Also compares the hardware and software requirement and costs.
Subject(s): COMPUTER-BASED TRAINING, INTERNET, COMPUTER SOFTWARE, USA
Database: PTA: Personnel & Training Abstracts IMTA: Information Management & Technology Abstracts
Style: Technical
Indicators: Research Implication-                                                  Practice Implication-                                              Originality-                                                  Readability-                                                      Total Number-                                                  Reference: 27AH610

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COACHING A LEADER: LEVERAGING CHANGE AT THE TOP

Abstracts: July 22nd, 1998

Giglio L, Diamante T, Urban J M
Journal of Management Development, (UK), Vol 17 No 2 98
Start page: 93 No of pages: 13

Catalogues the pressures that a senior executive has to deal with, particularly at times of organizational change. Suggests that providing coaching (both for the executive and the other senior management team members) can help when these pressures become too great and the executive’s ability to lead the organization suffers. Explains how to provide such coaching services, setting out how to develop the relationship between coach and executive, and working through what is done in each phase of the coaching. Believes that this process will help executives to change their leadership styles and make them resilient and able to lead the organization effectively.

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CONTRADICTIONS OF HRM IN RELATION TO OLDER EMPLOYEES

Abstracts: July 21st, 1998

Divestment or investment?
Lyon P, Hallier J, Glover I
Human Resource Management Journal, (UK), Vol 8 No 1 98
Start page: 56 No of pages: 11

Investigates the apparent contradiction within human resource management by which the idea of long-term investment in the workforce is endorsed while at the same time the loyalty, commitment and skills of older and long-service workers are questioned. Explores how doubts over older workers’ adaptability and flexibility marginalizes them within the workforce, excluding them from opportunities for training, etc., while also placing them in the front-line for redundancies and layoffs. Assesses the indications that older workers are becoming more valued in the workplace but finds this limited to just a few companies. Asks whether the treatment of older workers is an indication of wider movement within human resource management towards the control and commodification of labour in general.

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DESIGN OF LEADERSHIP DEVELOPMENT PROGRAMMES

Abstracts: July 20th, 1998

Cacioppe R
Leadership & Organization Development Journal, (UK), Vol 19 No 1 98
Start page: 44 No of pages: 10

Highlights the number of approaches taken to leadership development and presents a framework which can be used by organizations to evaluate their current approaches and modify them to develop an integrated leadership development programme. Outlines a seven stage model which can be used to plan leadership development which is in line with the business objectives of the organization. Extends the discussion to look at how to ensure that the training/learning methods contribute to individual learning, setting out the goals of the programme and the techniques which can achieve this (job rotations, case studies, self development, etc.). Believes that this model will ensure that the leadership development programme will contribute to improved business performance by improving leadership and team skills through enhancing leaders’ self-development and self worth.

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