Table of contents
The distribution of Belbin team roles among UK managers
S.G. Fisher, T.A. Hunter, W.D.K. MacrossonAscertains the preferred team roles of a substantial sample of UK managers using Belbin’s model. Finds that co‐ordinators and resource investigators are present in great numbers…
Evaluating levels of strategic integration and devolvement of human resource management in the UK
Pawan S. BudhwarEvaluates the levels of strategic “integration” of human resource management (HRM) into the corporate strategy and “devolvement” of responsibility for HRM to line managers in the…
Employment relations in local government: strategic choice and the case of Brent
Ian Kessler, John Purcell, Jackie Coyle ShapiroSystematically evaluates changes in people management in one case study, the London Borough of Brent, as the major arena for the regulation of employment relations in local…
The hidden organisational costs of using non‐standard employment
Cameron AllanThe growth of non‐standard or atypical forms of employment, such as part‐time, casual work and so on, represents one of the most dramatic changes in the structure of employment in…
Cognitive styles: enhancing the developmental component in National Vocational Qualifications
Lynette Priddey, Sue WilliamsOutlines the findings of a study designed to inform current practice in developing UK National Vocational Qualifications (NVQ) and Scottish Vocational Qualifications (SVQ)…
What does “commitment” really mean?: Views of UK and Swedish engineering managers
Val Singh, Susan VinnicombeThere is little research on managers’ meanings of commitment. Unprompted responses from interviews with 37 senior engineers in three major UK and Swedish engineering companies…
ISSN:
0048-3486Online date, start – end:
1971Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Professor Eddy Ng
- Professor Pauline Stanton