Search results

There is no doubt that the key resources of any organisation are the knowledge and skills of its people, particularly the knowledge and skill to identify and meet the needs of the market. The knowledge and skill is not acquired by magic; it is, however all too often acquired from outside the organisation instead of tapping the latent talent from within. The key to finding and developing the talent is training.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

Research in strategic human resource management (SHRM) has evolved over the past 30 years to become more theory based and to exhibit greater empirical rigor. However, much has changed in the external environment that makes the existing theories, approaches, and methodologies inappropriate for addressing the questions that organizations face in managing their human resources today. In this chapter we discuss a number of environmental changes impacting organizations and identify tensions that researchers have faced in exploring how firms seek to manage their people as a source of competitive advantage. We argue that past research has focused on only one side of the tension at a time, thus limiting the usefulness of the answers that research provides. We advocate for research that simultaneously addresses both sides of the tensions in a way that can revolutionize research in SHRM.

Indicates ways in which contact styles can significantly enhance and interrupt learning. Claims there is considerable benefit to be obtained by everyone assessing their contact style tendencies and then moderating them so that they become more helpful in maintaining contact and learning. Discusses six contact styles that impact on our contact and engagement with people and ideas.

The substitution of an imitation of some kind for the article actually asked for or desired by the purchaser is a particularly mean form of deception which is practised nowadays to an almost incredible extent. It is astonishing and mournful that so many persons should be concerned in the deliberate initiation, fostering, and carrying on of so shameful a system, and that others are to be found who in speech and print seem willing to lend to it either their countenance or condonation. One must suppose that there exists a form of moral obliquity or distortion—at first accentuated and ultimately rendered incurable by the acquirement and contemplation of illegitimate gains—which makes the sufferer incapable of grasping the fact that the proceedings in question are utterly degrading and iniquitous. However this may be, the circumstances are such that a strong endeavour ought to be made to get the public to appreciate them, and to expose and, as far as may be possible, to punish those who are guilty, at any rate of the worst types of fraudulent dealing referred to. The Daily Mail and, in a lesser but important degree, the Daily News, have rendered excellent service by directing attention to the matter. The articles which have been published up to the present in these newspapers have been reprinted in pamphlet form under the title of “ The Fraud of the Label,” and a study of this brief but telling exposé may be strongly recommended to all and sundry. A most appropriate quotation from Sir WALTER SCOTT'S “Kenilworth ” appears on the title page: “ Some … plainly admitted they had never seen it; others denied that such a drug existed … and most of them attempted to satisfy their customer by producing some substitute … which, they maintained, possessed in a superior degree the self‐same qualities.”

THIS being the beginning of a New Year, we are apt to reminisce. We search our memory for past happenings that might just possibly be a pointer for the future.

When groups meet, people form assumptions about the roles of various participants within that group. Examines what these assumptions are using three different approaches: restructured non‐directed interaction; exploration of reasons for being there; self‐introduction of group and discussion of group roles. Discusses the role of facilitator in a group, and defines facilitation as opposed to leadership, finding facilitation is about empowering people to take control and responsibility for their own efforts. Illustrates how to become a good facilitator using fictional characters from a facilitation skills workshop. Ends by revealing how an individual′s potential can be released.

WHEN A FRIEND OF MINE retired he had been like most businessmen, a reader of the lighter kind of book—thrillers, 'tecs, westerns—for evenings and weekends. Now he had most of the day for it, too, and I could see he was becoming surfeited with it.

The purpose of this paper is to review the role of values within contemporary mental health recovery services, outlining the rationale and approach for a specific values-focused staff intervention to promote autonomously motivated uptake of recovery-oriented practices.

Recent advances in understanding of the enduring gap between ideological and applied acceptance of personal recovery within mental health services are outlined, with particular focus on the limited utility of training programmes as a means to promoting implementation. Frequently, mental health service organisations have adopted recovery policies in a primarily “top-down” fashion standing in contrast to the high autonomy approaches espoused for service users. Drawing from the extensive research related to Self-Determination Theory (SDT), a complementary focus on “bottom-up” approaches that enable service-delivery staff to develop a sense of autonomy for changed work practices in order to increase implementation is indicated.

Application of values-focused interventions for mental health recovery staff parallel to the approaches acknowledged as effective for service participants are likely to be effective in promoting implementation of newly trained recovery-oriented practices.

The paper is conceptual in nature and therefore reflects the priorities and views of the authors but the paper draws together well-established literature to develop a novel approach to a highly relevant issue.

Training transfer and implementation of evidence-based practice are issues with broad relevance and the explication of additional methods to promote employee uptake of new practices is a key priority for organisations and policy makers.

Significant social implications include furthering the discussion and insight to the development of effective delivery of mental health services to individuals accessing service.

A novel aspect of this paper is the provision of a theoretical rationale for the application of SDT as a framework for understanding the continuing challenge of recovery operationalisation, which despite the conceptual good-fit, currently stands as an association not well exploited. Moreover, this paper proposes values-clarification and coaching as a specific and reproducible approach to enhancing recovery-oriented service provision.