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Article
Publication date: 1 September 1998

W. David Rees and Christine Porter

Employee participation is in the news because of the stakeholder concept and European legal developments. Argues that for most employees what matters is the working relationship

4641

Abstract

Employee participation is in the news because of the stakeholder concept and European legal developments. Argues that for most employees what matters is the working relationship with their boss, rather than indirect forms of representation, such as works councils. If employers are genuine about participation, the prime area of attention needs to be the day‐to‐day behaviour of line managers. This necessitates reviewing the performance, selection and training of line managers. This is also necessary if indirect forms of participation are to work as they too depend on effective and co‐operative line management. Participation also needs to be examined in the context of organisational and national culture and the pressures on an organisation at particular points in time. Too often the topic is addressed as though the objectives can be achieved simply through mechanistic/legal imposition.

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Industrial and Commercial Training, vol. 30 no. 5
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 July 1999

Trevor Payne and David Rees

The role of facilities management in the delivery of effective healthcare is linked to the recent growth of facilities management in the NHS in the UK. Research has shown the…

2478

Abstract

The role of facilities management in the delivery of effective healthcare is linked to the recent growth of facilities management in the NHS in the UK. Research has shown the benefits which can be achieved by the introduction of integrated facilities management. The cultural changes, that are coming as a result of the 24‐hour society in which we now live, bring new challenges and opportunities. The need to integrate in‐house and outsourced deliveries into a seamless service is discussed as are some of the changes that the profession is introducing. Finally, the authors stress the need for facilities managers to plan positively to meet the new millennium.

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Facilities, vol. 17 no. 7/8
Type: Research Article
ISSN: 0263-2772

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Article
Publication date: 1 February 1999

W. David Rees and Christine Porter

Outlines key areas of the Government White Paper Fairness at Work. Identifies the training implications in the proposed changes in collective law and in the improvements in the…

634

Abstract

Outlines key areas of the Government White Paper Fairness at Work. Identifies the training implications in the proposed changes in collective law and in the improvements in the individual rights of employees. Concludes that the most important training needs are likely to arise in the extension of unfair dismissal protection and the right for employees to have trade union representation in disciplinary and grievance hearings. Also examines the training needs arising out of the arbitration option in unfair dismissal proceedings and those arising out of the establishment of a National Minimum Wage and other legislative developments, including the Working Time Regulations. Examines also the issue of collective bargaining about training. This is an issue that the Government is considering, as opposed to proposing.

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Industrial and Commercial Training, vol. 31 no. 1
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 November 1998

W. David Rees and Christine Porter

Management training for international students is an increasingly large, but competitive and volatile, global market. Training providers need to ensure that they are…

1191

Abstract

Management training for international students is an increasingly large, but competitive and volatile, global market. Training providers need to ensure that they are market‐oriented and avoid an ethnocentric approach. Programme delivery needs to take account of the national context in which students are, or will be, working. Potential action points are identified that may help improve the quality of management training in particular. Developing a positive reputation is part of the marketing process. In‐house training of lecturing staff in the special needs of international students may be necessary.

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Industrial and Commercial Training, vol. 30 no. 6
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 December 1996

W. David Rees

Explains how most people with managerial responsibility have a specialist background. Also, most management may be undertaken by “hybrids” who combine specialist activity and…

2133

Abstract

Explains how most people with managerial responsibility have a specialist background. Also, most management may be undertaken by “hybrids” who combine specialist activity and managerial responsibility. Unless the process of converting specialists into part‐time or full‐time managers is carefully planned, management responsibilities may be neglected in favour of specialist activity. Key interventions are in the areas of role definition, selection, management development and monitoring.

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Industrial and Commercial Training, vol. 28 no. 7
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 May 1998

John D. Gilleard and David R. Rees

Based on the results of a questionnaire survey among facility management professionals, the paper reviews current and future applications for alternative workplace strategies…

843

Abstract

Based on the results of a questionnaire survey among facility management professionals, the paper reviews current and future applications for alternative workplace strategies (AWS) in Hong Kong. The survey indicates that the impact of workplace redesign and on‐site/on‐premises strategies is more favoured when compared with off‐site/off‐premises strategies. The survey also indicates that the current and future impact of AWS in Hong Kong may be less significant when compared with the USA. The work also examines the role of telecommunciations technology and its likely impact on future office accommodation requirements. Finally, the paper concludes by reviewing a number of factors that specifically influence the application of AWS in Hong Kong.

Details

Facilities, vol. 16 no. 5/6
Type: Research Article
ISSN: 0263-2772

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Article
Publication date: 1 February 2002

W. David Rees and Christine Porter

The authors draw on their considerable experience in writing and using case studies both in the UK and abroad to explain the potential benefits of using the case study method in…

2040

Abstract

The authors draw on their considerable experience in writing and using case studies both in the UK and abroad to explain the potential benefits of using the case study method in management teaching. In this, the first of two articles on the subject, they elaborate on the potential benefits of using the case study method but also the ways in which the method can be misused. They go on to explain how case studies can be used effectively in developing management skills. In the second article they will deal with the topics of writing case studies, their use in assessment and cross‐cultural issues in using case studies. Details of the on‐line access to over 40 management case studies and exercises, with supporting teaching notes, are contained in the 5th edition of their book Skills of Management (http://thomsonlearning. co.uk).

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Industrial and Commercial Training, vol. 34 no. 1
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 December 2003

W. David Rees and Christine Porter

The problems of operating employee appraisal schemes effectively are identified in this two‐part article. Appraisal of formal appraisal schemes suggests that most do not operate…

3509

Abstract

The problems of operating employee appraisal schemes effectively are identified in this two‐part article. Appraisal of formal appraisal schemes suggests that most do not operate satisfactorily. Multipurpose schemes can be cumbersome and include conflicting objectives. The feedback process can also cause major problems. Such problems can be exacerbated with schemes of 360‐degree appraisals, according to their complexity and the role conflicts that they precipitate. In the second part of the article, the level of organisational investment needed for schemes to operate effectively is considered. The ways in which competencies, self‐appraisal and peer audit can be constructively used are examined. The crucial link between formal and informal appraisal processes is considered as is the importance and skills involved in an informal appraisal. Finally, the way in which the training needs of appraisees need to be realistically identified and assessed is also explained.

Details

Industrial and Commercial Training, vol. 35 no. 7
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 November 2002

W. David Rees and Christine Porter

The various pressures that managers are under to accept ready‐made solutions to problems that they face are identified. However, if the causes of the problems are not carefully…

685

Abstract

The various pressures that managers are under to accept ready‐made solutions to problems that they face are identified. However, if the causes of the problems are not carefully diagnosed in the first instance it can be a matter of luck whether the solutions work or are actually counter‐productive. Management training needs to include an emphasis on diagnostic techniques and to enable managers to look beyond departmental boundaries for both the causes of and solutions to problems. Managers also need to learn how to deploy the right mix of people to tackle problems and in so doing demonstrate to others the importance of a diagnostic and integrated approach to problem solving.

Details

Industrial and Commercial Training, vol. 34 no. 6
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 January 2004

W. David Rees and Christine Porter

In this two‐part article the problems of operating employee appraisal schemes effectively are identified. Appraisal of formal appraisal schemes suggests that most do not operate…

4007

Abstract

In this two‐part article the problems of operating employee appraisal schemes effectively are identified. Appraisal of formal appraisal schemes suggests that most do not operate satisfactorily. Multi‐purpose schemes can be cumbersome and include conflicting objectives. The feedback process can also cause major problems. Such problems can be exacerbated with schemes of 360‐degree appraisal according to their complexity and the role conflicts they can precipitate. In the second part of the article the level of organisational investment needed for schemes to operate effectively is considered. The ways in which competencies, self‐appraisal, and peer audit can be constructively used are examined. Competencies developed for selection purposes may be usefully applied in appraisal, provided they are accurate. The crucial link between formal and informal appraisal processes is considered as is the importance and skills involved in informal appraisal. Finally, the way in which the training needs of appraisees need to be realistically identified and assessed is explained.

Details

Industrial and Commercial Training, vol. 36 no. 1
Type: Research Article
ISSN: 0019-7858

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