Personnel Review: Volume 6 Issue 2

Implicit Learning Theories as Determinants of the Effect of Management Development Programmes

John Burgoyne, Roger Stuart

In this paper we are concerned with the question: what is it about management development programmes that determines what effect they have, in terms of the learning that people…

Management Development and the Middle Aged Manager

Christopher F. Molander

In recent years, the problems of men as they pass through the period of ‘middle age’ have gained prominence in both the behavioural science literature and the general press. This…

Toward a Conceptual Framework for Thinking about Human Resources, their Assessment, Development and Consequences

John Raven

It is common to hear it said that the most important benefits yielded by vocational training and organizational development programmes cannot be assessed because they are too…

The Rehabilitation of Joint Consultation: A Recent Trend in the Participation Debate

Norman H. Cuthbert, Alan Whitaker

This paper focuses attention upon the current public policy debate on employee participation in managerial decision‐making before the publication of the Bullock Report and, in…

Sit‐Ins, Worker Cooperatives and some Implications for Organization

A.J. Eccles

The occupation of employers' premises by employees has rapidly become an unremarked aspect of industrial action in Britain. Sufficiently so that, in September 1975, the Trades…

A Contingency Approach to Work Week Structuring

Robert A. Lee, W. McEwan Young

Recent experiments with changes in work week structure from ‘rigid’ to ‘flexible’ have alerted employers and employees to the possibility of varying existing hours arrangements…

Notes on Some Impediments to the Implementation of Social Science Research Findings

Dan Gowler, Karen Legge

Diffusion channels, after all, consist of people. If there is no one in an organization with an understanding of mathematics, then information available only in mathematical terms…