HRM and employees’ ability to master skills – a burning desire to make a difference that really makes a difference: A systemic perspective
Abstract
Purpose
This paper aims to help managers gain greater insight into issues relating to employees’ sense of mastery to contribute to improved employee performance.
Design/methodology/approach
Conceptual generalization was applied in this paper.
Findings
An analytical model consisting of seven elements that can be applied as a management tool for promoting a sense of mastery among employees was developed.
Research limitations/implications
Managers have little insight into issues relating to employees’ sense of mastery, which can inhibit productivity.
Practical implications
Effective managers focus on the personal strengths of their employees. Managers select and surround themselves with the right people. Successful managers see and understand employees’ need to work on things that they are passionate about.
Originality/value
This paper used cybernetics and systemic thinking to solve mastery issues.
Keywords
Citation
Johannessen, D., Adriaenssen, D.J. and Johannessen, J.-A. (2017), "HRM and employees’ ability to master skills – a burning desire to make a difference that really makes a difference: A systemic perspective", Kybernetes, Vol. 46 No. 3, pp. 466-478. https://doi.org/10.1108/K-05-2016-0109
Publisher
:Emerald Publishing Limited
Copyright © 2017, Emerald Publishing Limited