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Illustrates the key differences between two distinct sub‐populations employed by most organizations: specialists and generalists. Specialists are defined as those professionals who are trained in a singular discipline, are concerned with increasing and perfecting their skills, and value recognition from their specialist peers. In direct contrast, generalists possess a macro orientation characterized more by breadth of knowledge than depth, are more loyal to their employing organization than a professional group, and aspire to climb the corporate hierarchy as it exists. Clearly, these two groups represent divergent interests, goals and needs. Consequently, they impose serious demands on the organization in general and on its human resources department to provide an appropriate set of programmes, along with a facilitating environment, in order to optimize their performance. Organizes these issues into four human resource management areas: recruitment, development, motivation and retention. Provides applied documentation substantiating effectiveness in each area.

The purpose of this study was to demographically describe 4-H volunteer leaders’ competencies for effective delivery of 4-H youth development programs. As a subset of the data, occupation, level of education, college major of the volunteer leaders, staff and faculty were gathered as the primary focus the article. The study was descriptive and correlational in nature. The study found that 4-H volunteer leaders are more highly educated than those from earlier studies; educational majors are more diverse; 10 of the 32 competencies were found to be significant by level of education; and level of education has no impact upon the ten fundamental competencies needed to effectively deliver 4-H programs.

Decisions on management development need to be taken by a wide range of people in different parts and at different levels of the organisation. This article looks at the information needs of the main decision makers in management development, i.e. senior, line, specialist and trainee managers. It is illustrated with examples from the authors' current work in British organisations.

The stimulus for the research on which this monograph is based came from Digman's work [1] “How Well‐managed Organisations Develop Their Executives” and from an expression of interest at Cranfield in establishing data from British companies.

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

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

There is a steep learning curve when an organization's finest talents move up the specialist ladder and take on new and different responsibilities, which are not necessarily linked directly to their technical expertise.

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

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.

Acknowledges that the subject of occupational stress has become a major workplace issue. Suggests that employers may expect training and development specialists to play an increasingly prominent role in tackling stress within the workplace. Identifies a general lack of a consensus about the nature and causes of stress. Illustrates this point by investigating perceptions of occupational stress, as outlined in information dissemination by trade unions and employers’ organisations. Uses core HR activities to provide examples of how different perspectives of occupational stress can be identified. Highlights that training and development specialists can play an important role in ensuring that a balanced and eclectic approach to occupational stress is adopted in the workplace.

The paper examines why leadership development needs to pay more attention to business acumen.

The article reveals why traditional leadership‐development approaches, which rely on personality and competency assessments as the scientific core of their approach, are failing. It also highlights how powerful global economic trends such as the economic slowdown, shortages of key commodities, emerging countries that have little or no familiarity with traditional leadership approaches, and environmental cost‐benefit issues are also converging to increase the importance of business acumen in leadership‐development approaches.

The author contends that research in the area of business acumen will have an increasing impact on the leadership‐development and HR agendas.

The paper demonstrates that leadership‐development, organizational‐development and HR specialists will need rapidly to absorb these new findings and to incorporate them into their leadership development and their executive‐selection and recruitment programs.

The article provides a convincing case for business acumen to play a more significant role in leadership development.

There are high rates of emotional, behavioural and psychiatric problems (Cooper et al, 2007) in the learning disability population. This paper describes the Mental Health in Learning Disabilities (MHiLD) service for adults with learning disabilities in four South London boroughs. This service has been in operation in two South East London boroughs from 1982, and was extended to a third in 1999 and a fourth in 2006.

There is a close relationship between labour markets and technology. Technological development enhances labour productivity and creates new jobs in some industries requiring to be different skills while it destroys jobs in ones requiring to be low-skilled. Today, it is experiencing a deep digital transformation. It may be evaluated for Industry 4.0 to cause technological unemployment due to changes in the structure of employment and to bring about new structural problems in labour market. In addition, it is expected for technological progress such as automation and robotic in the production process to negatively influence employment of low-skilled workers. Industry 4.0 has generated a new production model, in which robotic technologies are effectively used in the production process. So-called new technology-based production process has started to change production, working relationship and daily life. Discussions about the effects of the developments in technology on the labour market and unemployment are separated two groups. While there exist optimist views indicating that such development in technology will result in more productivity, pessimists believe that the use of robots, artificial intelligence, smart systems and algorithms in business life will eventually bring problems such as mass unemployment, mass poverty and social disruption. In this study, the authors aim to analyse the potential effects of Industry 4.0 on labour market in Turkey and European countries. From the findings of the study, the authors concluded that Turkey have a higher risk at automation than European countries.