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Article
Publication date: 1 March 1992

Peter Herriot

Based on recent research which suggests that we should revise ourassumptions about managerial careers. Analyses the career histories ofover 700 managers. Rediscovers the facts…

464

Abstract

Based on recent research which suggests that we should revise our assumptions about managerial careers. Analyses the career histories of over 700 managers. Rediscovers the facts that salary and seniority are related to length of service with a particular organization and that loyalty is rewarded. States the implications for individual career planning and offers advice for selecting organizations for career development.

Details

Executive Development, vol. 5 no. 1
Type: Research Article
ISSN: 0953-3230

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Article
Publication date: 1 February 1991

Stephen Huntley

This article aims to stimulate debate from management developmentpractitioners on process and outcomes of techniques by outlining anumber of aspects of the topic. The various…

Abstract

This article aims to stimulate debate from management development practitioners on process and outcomes of techniques by outlining a number of aspects of the topic. The various aspects of expectations of job seekers, selection criteria via competence, focused development and the link with total quality management through continuous dialogue are all included. The material is concerned with the process as it affects managerial staff who, throughout Western Europe are becoming more familiar with the competence approach. The debate on managerial competence is, in many aspects, still in its infancy and this article raises some issues, provision for which has not yet been made adequately. Reference is made to an approach, currently being considered for use in a major financial organisation based in the UK.

Details

Industrial and Commercial Training, vol. 23 no. 2
Type: Research Article
ISSN: 0019-7858

Keywords

Content available
Article
Publication date: 1 August 2002

Cliff Oswick

572

Abstract

Details

Employee Relations, vol. 24 no. 4
Type: Research Article
ISSN: 0142-5455

Article
Publication date: 1 March 1994

John Arnold and Kate Mackenzie Davey

Describes career‐related experiences of over 1,000 graduates in thefirst few years of their careers in eight organizations, along with theperceptions of their bosses. Long‐term…

2796

Abstract

Describes career‐related experiences of over 1,000 graduates in the first few years of their careers in eight organizations, along with the perceptions of their bosses. Long‐term career prospects were an important factor in graduates′ decisions to join their organization, but the degree of importance varied substantially between organizations. Subsequent to joining, most graduates experienced low Career Clarity: that is, they found it difficult to identify short‐term and long‐term career possibilities in their organization. This eroded their organizational commitment. Graduates perceived a moderate amount of support from organizational systems for their career development, but also considerable barriers which they could not control. Their bosses had significantly more positive views of graduate career opportunities in the organization than the graduates. A case study of one organization illustrates some issues in managing graduate careers.

Details

International Journal of Career Management, vol. 6 no. 1
Type: Research Article
ISSN: 0955-6214

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Article
Publication date: 1 December 1996

Mark Parkinson

Discusses the role of the HR specialist as we approach the new millennium. Observes the shift in the workplace from office to teleworking and cyber‐management, along with the…

1998

Abstract

Discusses the role of the HR specialist as we approach the new millennium. Observes the shift in the workplace from office to teleworking and cyber‐management, along with the potential problems of remote working, and the role of video conferencing and the Internet. Finally contrasts the changing pattern of working life with the benefits of a more flexible workforce. In conclusion, emphasizes the changes in work style of workers themselves and of the HR function, with the personnel specialist being seen as the conductor of a work interface: that between the virtual world of information, and the real world of people.

Details

Facilities, vol. 14 no. 12/13
Type: Research Article
ISSN: 0263-2772

Keywords

Content available
Article
Publication date: 12 June 2007

Robert Wapshott

174

Abstract

Details

Personnel Review, vol. 36 no. 4
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 1 September 2000

Jonathan C. Morris

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and…

31480

Abstract

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

Details

Management Research News, vol. 23 no. 9/10/11
Type: Research Article
ISSN: 0140-9174

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Article
Publication date: 1 October 2006

Carol Atkinson and Peter Cuthbert

This paper sets out to investigate the effect of position in the organisational hierarchy on an employee's psychological contract.

3848

Abstract

Purpose

This paper sets out to investigate the effect of position in the organisational hierarchy on an employee's psychological contract.

Design/methodology/approach

This paper presents a statistical analysis of secondary data taken from the Working in Britain 2000 (WIB) dataset, an ESRC/CIPD funded study, to investigate the perspectives on the content of the psychological contract of different employee groups, namely managers, supervisors and “shop floor” employees.

Findings

The results show that differences do emerge between different groups of employee, managers having a generally more relational contract. These differences are not, however, as large as may be expected and, for some aspects of the psychological contract, there are also considerable similarities between all the groups.

Research limitations/implications

Analysis is limited by the data present in the dataset, meaning that certain aspects of the psychological contract, for example, trust, are not as fully explored as is desirable.

Practical implications

The research has implications for how to appropriately manage the employment relationships of differing employee groups.

Originality/value

Most existing empirical data assume that there is “a” psychological contract within an organisation and the findings from this research demonstrate that the position is, in fact, more complex.

Details

International Journal of Manpower, vol. 27 no. 7
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 1 October 2001

Paul Blyton, Edmund Heery and Peter Turnbull

Presents 35 abstracts from the 2001 Employment Research Unit Annual conference held at Cardiff Business School in September 2001. Attempts to explore the theme of changing…

10498

Abstract

Presents 35 abstracts from the 2001 Employment Research Unit Annual conference held at Cardiff Business School in September 2001. Attempts to explore the theme of changing politics of employment relations beyond and within the nation state, against a background of concern in the developed economies at the erosion of relatively advanced conditions of work and social welfare through increasing competition and international agitation for more effective global labour standards. Divides this concept into two areas, addressing the erosion of employment standards through processes of restructuring and examining attempts by governments, trade unions and agencies to re‐create effective systems of regulation. Gives case examples from areas such as India, Wales, London, Ireland, South Africa, Europe and Japan. Covers subjects such as the Disability Discrimination Act, minimum wage, training, contract workers and managing change.

Details

Management Research News, vol. 24 no. 10/11
Type: Research Article
ISSN: 0140-9174

Keywords

Article
Publication date: 1 March 2000

David J. McDonald and Peter J. Makin

The proportion of the workforce on temporary contracts of employment is increasing, as organisations use non‐permanent staff as a flexible resource. Rousseau and Wade‐Benzoni…

22878

Abstract

The proportion of the workforce on temporary contracts of employment is increasing, as organisations use non‐permanent staff as a flexible resource. Rousseau and Wade‐Benzoni suggested such temporary staff have a different psychological contract with the organisation than their permanent counterparts. Temporary staff, it is argued, will have a transactional contract, with the emphasis upon the economic elements of the contract while permanent staff will have a more relational contract, involving commitment to the organisation, and an interest in a satisfying job. These differences, it is argued, will influence staff attitudes and behaviour. The article tests these suggestions on employees of a large holiday sector organisation. The results present a consistent picture, at variance with the above suggestions. The levels of relational and transactional contracts of permanent and temporary staff did not differ significantly. In addition they had higher, rather than lower, levels of job satisfaction and commitment to the organisation.

Details

Leadership & Organization Development Journal, vol. 21 no. 2
Type: Research Article
ISSN: 0143-7739

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