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Article
Publication date: 28 September 2010

Andrew Armitage

The purpose of this paper is to propose an approach for the teaching and delivery of HRD practices, professional skills and theory that challenges the modernist orthodoxy…

Abstract

Purpose

The purpose of this paper is to propose an approach for the teaching and delivery of HRD practices, professional skills and theory that challenges the modernist orthodoxy of contemporary organisational life and the requirements of professional bodies.

Design/methodology/approach

First, the territory of a critical HRD pedagogy is defined within practices that respect human freedom and individual dignity as opposed to instrumentalism and target setting. Second, it will advocate an approach for a HRD pedagogy that has its roots within the lost paradigm of sentimentalism that emphasises the belief in the goodness of humanity informing the romantic notions of human imagination, creativity and respect for the individual that is realised through the dialogical process.

Findings

The findings, evinced by vignettes, advocate a critical HRD pedagogy and the development of professional skills that base their values and ethics within emancipatory practices if organisations are to create and support sustainable learning environments rather than those located within the conventional wisdom of modernist orthodoxy.

Practical applications

This paper calls for a critical HRD pedagogy and learning environments where individuals are engaged in the transformation of their socio‐historical‐political worlds and advocates dialogue is central to classroom practice if it is to realise the potential and creative impulses of individuals.

Originality/value

This paper contributes to the critical HRD discourse in the development of knowledge, skills, values and professional practice by addressing the constraints of classroom practice in its response to the demands and tensions of professional bodies. It explicitly develops a critical HRD pedagogy that has implications for the assessment of HRD programmes and of their resourcing.

Details

Journal of European Industrial Training, vol. 34 no. 8/9
Type: Research Article
ISSN: 0309-0590

Keywords

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Article
Publication date: 16 February 2015

Diane Rose Keeble-Ramsay and Andrew Armitage

The paper aims to report initial empirical research that examines UK employees’ perceptions of the changing nature of work since the Global Financial Crisis (GFC) to…

Abstract

Purpose

The paper aims to report initial empirical research that examines UK employees’ perceptions of the changing nature of work since the Global Financial Crisis (GFC) to consider how the financial context may have constrained HRD practice and more sustainable approaches.

Design/methodology/approach

Focus group research was facilitated through collective group discussion. Through template analysis of the findings, thematic analysis was undertaken to extend prior research. Themes used by Hassard et al. (2009) in terms of the changing nature of the workplace between 2000 and 2008, were used to provide new data on HRD realities.

Findings

Participants reported diminishing personal control over changes within the workplace and a cultural shift towards a harsher work climate. HRD was considered as silenced or absent and associated solely with low cost-based e-learning rather than acting in strategic role supporting sustainable business objectives.

Research limitations/implications

Whilst providing only indications from employee perceptions, the research identifies a weakened HRD function. The key contribution of this paper lies with empirical evidence of post-GFC constraints placed upon HRD strategies. It further identifies whether alternative development approaches, mediated by organisational learning capabilities, might emancipate UK HRD.

Social implications

This paper engenders a debate around the status of HRD within the UK organisations, further to the global financial crisis (GFC), where HRD might be viewed as at a juncture to argue a need for a shift from a financialised mode for people management towards one of greater people focus.

Originality/value

This research provides initial findings of the impact of the economic climate. It considers new approaches which might resolve expiring HRD through more sustainable practices.

Details

European Journal of Training and Development, vol. 39 no. 2
Type: Research Article
ISSN: 2046-9012

Keywords

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Article
Publication date: 12 January 2010

Diane Keeble‐Ramsay and Andrew Armitage

A number of studies and writings have presented ideas about new working practices that might be embraced in the twenty‐first century. Moreover, that, employers would seek…

Abstract

Purpose

A number of studies and writings have presented ideas about new working practices that might be embraced in the twenty‐first century. Moreover, that, employers would seek to gain their commitment by adopting the high working practices of high performance working (HPW) for organisations to become successful through their strategic approach to the human resource (HR). It is against Watson's model that this paper seeks, in order to gain insights, to explore the perceptions of current HR professionals of their organisations post‐2000.

Design/methodology/approach

A survey design is used for the study to collect data over a four‐week period in February 2006 from 100 HR professionals. Using a seven‐point Likert scale questionnaire, adapted from Watson's model, the study is conducted in two phases. The first initial pilot study that surveys 30 HR professionals and after modification, this is extended to a further 70 HR professionals as Phase 2. The respondents are primarily drawn from organisations in the South East of England and they are employed in both public and private sector large organisations and SMEs.

Findings

The findings show that Watson's model for HPW was inconsistent with the choices selected by the respondents within the survey. Rather than choose descriptors from the model that solely reflect traditional (mechanistic) organisations or high performance organisations (organic), respondents chose descriptors with many combinations to reflect where they perceive their organisation's practices fell, e.g. organic or rigid/bureaucratic.

Practical implications

This paper demonstrates a need for an appreciation of the potential gap between employer's aspirations and employee's perceptions of organisational actions. In so noting, it recognises that the psychological contract depends upon the perceptions of both parties. Whilst the high level commitment sought by employers from employees, through HPW, may rely totally upon these very perceptions of employees (employability contract vs psychological contract). If not, perceptions of the “reality” within the organisation may not reflect rhetoric of, or aspiration towards, HPW. As a result, this research adds to the understanding of the dynamics and results from the management of change towards HPW. Therefore, it provides also early indications to further research needed when considering the importance of investigating such dynamics to successful implementation of HPW.

Originality/value

Whilst these results are early indications into working practices post‐2000, what they suggest is that HR professionals generally perceive a move towards HPW practices being adopted by other organisations, rather than within their own working environment. It appears to be the most compelling feature of the study to date, is that most of the participants do not report their review of the current practices of their company as generally falling towards Watson's HPW model practices.

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Article
Publication date: 14 March 2016

– This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Participants reported diminishing personal control over changes within the workplace and a cultural shift toward a harsher working climate in the UK following the global financial crisis. Human resource development was considered as silenced or absent and associated solely with low cost-based e-learning rather than acting in a strategic role to support sustainable business objectives.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Human Resource Management International Digest, vol. 24 no. 2
Type: Research Article
ISSN: 0967-0734

Keywords

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Article
Publication date: 1 September 2006

Alla Elkaterina Omeltchenka and Andrew Armitage

The aim of this research is to study leadership prototypes of Russian employees, which are dependent on their gender, organizational position and age.

Abstract

Purpose

The aim of this research is to study leadership prototypes of Russian employees, which are dependent on their gender, organizational position and age.

Design/methodology/approach

As a research method a cross‐sectional survey was employed where 223 employees of Russian middle‐sized company were interviewed. Instruments included a questionnaire containing 21 leadership dimensions adopted from the global leadership and organisational behaviour effectiveness (GLOBE) Research Program Project, together with three factual questions. Respondents had to rate it using seven‐point Likert Scale.

Findings

The research findings revealed that leadership prototypes of Russian employees differ depending on gender, organisational position and age. All three factors influence the leadership prototype simultaneously. Female managers value leaders who are more humane‐orientated, open and being capable of solving conflicts, whereas male managers are more willing to exercise power and authority in their positions. The younger employees are less concerned for others, which may be a result of major cultural changes in the society. Operational level employees, middle and senior managers.

Originality/value

So far, this is the first research of its type on Russian leadership, as the GLOBE program, one of the most prominent studies on cross‐cultured leadership, considered only middle managers regardless of age or gender.

Details

Baltic Journal of Management, vol. 1 no. 3
Type: Research Article
ISSN: 1746-5265

Keywords

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Article
Publication date: 8 April 2014

Diane Keeble-Ramsay and Andrew Armitage

This paper seeks to consider employees' perceptions of engagement from their lived experiences of UK employees following the global credit crisis, post 2008. It draws from…

Abstract

Purpose

This paper seeks to consider employees' perceptions of engagement from their lived experiences of UK employees following the global credit crisis, post 2008. It draws from the prior studies of Hassard et al. (2009), which researched work practices in the period preceding the study.

Design/methodology/approach

The research utilised focus group discussion, which was analysed by template analysis from an interpretive perspective and adopts narratives to facilitate a critical interpretive paradigm.

Findings

There is clear evidence of theories surrounding the positive value of employee engagement, however the findings do not demonstrate that it is necessarily valued by UK management by their responses towards the work environment given post 2008 trading conditions.

Research limitations/implications

The limitation of the study lies with the size of the sample participating. While this reflects the need for further future research to be undertaken, the study also recognises that the findings are determined by the perceptions of employees which may not reflect the intentions of the management within the organisations which they work.

Originality/value

There is a dearth of empirical study into the post 2008 period. This research attempts to ground theories of engagement within the post global credit crunch timeframe.

Details

Journal of Workplace Learning, vol. 26 no. 3/4
Type: Research Article
ISSN: 1366-5626

Keywords

Content available
Article
Publication date: 27 January 2012

Abstract

Details

European Journal of Training and Development, vol. 36 no. 1
Type: Research Article
ISSN: 2046-9012

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Article
Publication date: 1 February 1975

Frances Neel Cheney

Access to the Literature of the Social Sciences and Humanities. Proceedings of the Conference on Access to Knowledge and Information in the Social Sciences and Humanities.

Abstract

Access to the Literature of the Social Sciences and Humanities. Proceedings of the Conference on Access to Knowledge and Information in the Social Sciences and Humanities.

Details

Reference Services Review, vol. 3 no. 2
Type: Research Article
ISSN: 0090-7324

Content available
Article
Publication date: 8 April 2014

Julia Claxton

Abstract

Details

Journal of Workplace Learning, vol. 26 no. 3/4
Type: Research Article
ISSN: 1366-5626

Content available
Article
Publication date: 25 January 2013

Abstract

Details

European Journal of Training and Development, vol. 37 no. 1
Type: Research Article
ISSN: 2046-9012

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