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Article
Publication date: 1 May 1994

Peter Goodge

The article presents some surprising results on Development Centre use and effectiveness, e.g. on the widespread use of centres (even amongst smaller companies), the quite…

Abstract

The article presents some surprising results on Development Centre use and effectiveness, e.g. on the widespread use of centres (even amongst smaller companies), the quite limited benefits of assessor training, and the effects of size.

Details

Management Research News, vol. 17 no. 5/6
Type: Research Article
ISSN: 0140-9174

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Article
Publication date: 1 June 1988

Peter Goodge

Perhaps it is inevitable that the most accurate, most realistic and most credible method of assessing a person's abilities is also the most expensive and most difficult…

Abstract

Perhaps it is inevitable that the most accurate, most realistic and most credible method of assessing a person's abilities is also the most expensive and most difficult! The method is assessment centres (see Goodge and Griffiths, for a review of the costs and benefits of different assessment methods).

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Journal of European Industrial Training, vol. 12 no. 6
Type: Research Article
ISSN: 0309-0590

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Article
Publication date: 1 June 2005

Peter Goodge

Highlights the reasons for the move to HR partnering and the advantages it can bring.

Abstract

Purpose

Highlights the reasons for the move to HR partnering and the advantages it can bring.

Design/methodology/approach

Suggests three essentials of successful HR partnering – understanding, resources and credibility. Explores each in some depth, and illustrates them with cases based on the experience of European companies.

Findings

Advances the view that there is no one best way to implement partnering; the HR model and its pace of introduction should be tailored to the organization.

Practical implications

Offers practical advice and suggestions on judging readiness for partnering, and for putting the key requirements in place.

Originality/value

Helps readers to gauge their organizations’ readiness for partnering, and to avoid some of the pitfalls. Also proves valuable to organizations that have begun their partnering journey.

Details

Human Resource Management International Digest, vol. 13 no. 4
Type: Research Article
ISSN: 0967-0734

Keywords

Content available
Article
Publication date: 22 February 2011

Peter Goodge

Abstract

Details

Strategic HR Review, vol. 10 no. 2
Type: Research Article
ISSN: 1475-4398

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Article
Publication date: 1 March 1991

Peter Goodge

At a time when many Development Centres do not run as well as theyshould, strategic advice is provided on the core process of all Centres:assessment, counselling and…

Abstract

At a time when many Development Centres do not run as well as they should, strategic advice is provided on the core process of all Centres: assessment, counselling and development planning. Each of these processes is covered in depth and, throughout, the experience of major companies such as Philips and Pilkington is drawn on to support and illustrate its points. The bigger issues, those which have major impacts on the effectiveness of the Centres, are the focus of the article; in many ways important new standards are set for companies using Centres.

Details

Journal of Management Development, vol. 10 no. 3
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 April 1988

Terry Rayner and Peter Goodge

Two forces of change in the field of assessment centres are described — change in company attitudes towards centres and a growing body of research which questions the…

Abstract

Two forces of change in the field of assessment centres are described — change in company attitudes towards centres and a growing body of research which questions the current thinking on the subject. How one organisation — London Regional Transport — responded by making what appears to be very beneficial changes in the way it runs some of its centres is examined. Its problems with feedback and the general inappropriateness of the traditional design for development applications are examined.

Details

Journal of Management Development, vol. 7 no. 4
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 October 1995

Peter Goodge

Uses multiple regression to highlight the key design variablesunderpinning development centre effectiveness. Finds third‐generationdesigns which provide exercise realism…

Abstract

Uses multiple regression to highlight the key design variables underpinning development centre effectiveness. Finds third‐generation designs which provide exercise realism, participant involvement and concerted development planning on the centre to be significantly more effective. Proposes that the most effective post‐centre processes were informal supporting and monitoring activities, plus self‐managed learning.

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Journal of Management Development, vol. 14 no. 8
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 February 1998

Peter Goodge

Analyses the business context of management development in the late 1990s, and presents some surprising survey results on the effectiveness of development methods …

Abstract

Analyses the business context of management development in the late 1990s, and presents some surprising survey results on the effectiveness of development methods ‐ results which challenge many of our past assumptions. Describes two central “principles” of effective management development today: “Work hard at developing people” and “Go for benefits with little cost”. Illustrates these principles with assessment and development planning applications.

Details

Journal of Management Development, vol. 17 no. 1
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 June 1994

Peter Goodge

Presents the findings of a major survey comparing alternativedevelopment centre designs. Aims to understand which designs are mosteffective; results suggest that “third…

Abstract

Presents the findings of a major survey comparing alternative development centre designs. Aims to understand which designs are most effective; results suggest that “third generation” centres generally address common problems better than earlier models. Presents new data on centre use and content, and concludes with practical guidance for users.

Details

Journal of Management Development, vol. 13 no. 4
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 January 2006

Peter Goodge

Exactly how do you get executives to listen to your ideas and opinions, offer you a role in the major business decisions and value your contribution?

Abstract

Exactly how do you get executives to listen to your ideas and opinions, offer you a role in the major business decisions and value your contribution?

Details

Strategic HR Review, vol. 5 no. 2
Type: Research Article
ISSN: 1475-4398

Keywords

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