Mayo A, Pickard J
People Management, (UK), 22 Jan 98 (4/2)
Start page: 34 No of pages: 5

Identifies three elements that are fuelling interest in knowledge management within UK firms – the recognition of employees’ knowledge experience and skills as being intangible assets of the firm; the increasing interest in learning organizations; and developments in information technology, such as the Internet. Sets out the basics of a knowledge management system, pointing out that the success of these does not rest entirely in using appropriate technology, but also in building up a culture which enables information to be shared. Addresses the human resource management/ personnel specialists’ role in this, drawing on the experience of Hewlett-Packard, Procter & Gamble and Nokia, among others, to illustrate how it can be done. An inset describes how Anglian Water has embraced knowledge management in its move to becoming a learning organization.

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Contents: Setting the Scene. Mitel Telecom Business Process Re-engineering: Notes from the Leading Edge (A. Kirkham). Business Process Re-engineering – a Public Sector View ( G. Hutton). Business Processes – The Role of People (C. Armistead & P. Rowland). Perspective from the Operating Disciplines. Strategic Management and BPR (S. Segal-Horn and C Browne). Going with the Flow: Re-engineering Logistics (J. Cooper). Perspectives from the enabling disciplines. Implications of Experiences with BPR for IS/IT Planning (C. Edwards & J. Peppard)
Case Studies – English Nature – Realising the Vision (G. Hutton)

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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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Polio could be wiped out in East Africa by the millennium, thanks to a huge immunisation campaign funded by the Department for International Development (DFID).

Sixteen million children under five in Kenya, Uganda and Tanzania will be immunised over the next three years under the 18 million pound polio eradication project, effectively preventing all new cases of the disease.

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If public sector organisations are to deliver increasingly efficient and effective services, then cross agency working, a focus on the citizen’s perspective and combating fraud must be key priorities, according to the Audit Commission annual report published today.

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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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Bringing NHS budgets back into balance will eat into the new money for the NHS, said the NHS Confederation today.

The NHS confederation was responding to the NAO report on NHS Accounts published today which highlighted the problem of serious financial difficulties for NHS organisations. Around a quarter of health authorities and nearly 20 per cent of NHS Trusts are in serious financial difficulties.

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Steve Leach, Senior Lecturer, Institute of Local Government Studies, University of Birmingham, John Stewart, Lecturer in Social Policy, Lancaster University, and Kieron Walsh, sometime Professor of Public Sector Management, University of Birmingham

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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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The Government has taken steps to ensure that once staff train in the NHS – they stay with the NHS.

The measures may go some way to mitigating the problems expected by managers and unions within the service after the Chancellor’s indication that public sector salaries will not see any major improvements in the next three years.

Read more on GOVERNMENT MOVES TO RETAIN KEEP STAFF IN THE NHS…