Personnel Review: Volume 24 Issue 6

Organizational transformation and renewal: a case for reframing management development

Michael Doyle

Evidence has emerged from an analysis of two organizational casestudies to suggest that a relatively discrete and processual view ofmanagement development may be contributing to…

“A whole can of worms!”: the contested frontiers of management development and learning

Heather Höpfl, Frank Dawes

Originates from a management development programme which was runfor a statutory water authority over a period of two‐and‐a‐half years,which sought to facilitate a change in…

Learning for work: short‐term gain or long‐term benefit?

Monica Lee

Argues that empowerment facilitated by the development of personalpower in staff is an important attribute for job satisfaction andlongevity, and is an important element in the…

Learning to work with difference

Paul Iles

Managing international and domestic diversity and learning to workwith difference are increasingly becoming key managerial andorganizational skills. Reviews the reasons for the…

Learning from experience: From individual discovery to meta‐dialogue via the evolution of transitional myths

John G. Burgoyne

Learning from experience assumes particular importance at times offundamental transition because inherited learning becomes irrelevant ormisleading. The current fundamental…