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Article
Publication date: 25 January 2011

Alan Rudge

Describes how workforce planning, talent management and the improved use of human‐resource information and workforce market intelligence have supported Birmingham City Council to

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Abstract

Purpose

Describes how workforce planning, talent management and the improved use of human‐resource information and workforce market intelligence have supported Birmingham City Council to respond to current financial pressures.

Design/methodology/approach

Draws on the work undertaken by the workforce intelligence and planning team, which is a center of excellence in the new HR structure built through the award‐winning project, Excellence in People Management, to redesign the HR service in Birmingham City Council.

Findings

Argues that a structured and strategic approach to workforce planning provides an effective framework to manage the financial situation the city council faces.

Practical implications

Shows that workforce planning needs to be driven by service‐delivery requirements and therefore integrating service, financial and workforce planning is the key to delivering workforce efficiencies.

Social implications

Reveals one way in which public authorities can squeeze more out of ever‐tighter budgets.

Originality/value

Demonstrates that implementing workforce intelligence and planning has resulted in direct, positive influences on directorates and improved performance against financial constraints.

Details

Human Resource Management International Digest, vol. 19 no. 1
Type: Research Article
ISSN: 0967-0734

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Article
Publication date: 19 July 2011

Alan Rudge

Describes how a fair and transparent reward system based on performance is giving greater control over outcomes, retaining the best staff for the future and saving money.

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Abstract

Purpose

Describes how a fair and transparent reward system based on performance is giving greater control over outcomes, retaining the best staff for the future and saving money.

Methodology/approach/design

Explains that the new performance development review (PDR) system has been delivered as part of the award‐winning Excellence in People Management project, which has modernized and refocused people‐management practice at Birmingham City Council, UK.

Findings

Reveals that the PDR process has given Birmingham City Council the ability to manage effective performance and behaviors and link pay progression to performance rather than time served.

Practical implications

Details how managers now have the tools to manage their own staff more effectively.

Social implications

Shows that the PDR has shifted the performance focus more toward how employees contribute to achieving effective outcomes for the citizens of Birmingham and the behaviors employees need to demonstrate.

Originality/value

Explains that staff that feel valued and rewarded, are more committed and motivated, and are more willing to go the extra mile. Increased productivity and performance, combined with the abolition of incremental pay increases, has realized a saving of around £6m so far.

Details

Human Resource Management International Digest, vol. 19 no. 5
Type: Research Article
ISSN: 0967-0734

Keywords

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Case study
Publication date: 20 January 2017

Benjamin Jones and Daniel Campbell

Winner of the 2014 EFMD competition for best African Business case.In the 1990s, two entrepreneurs made daring, early entries into mobile telecommunications in Sub-Saharan Africa…

Abstract

Winner of the 2014 EFMD competition for best African Business case.

In the 1990s, two entrepreneurs made daring, early entries into mobile telecommunications in Sub-Saharan Africa, both seeing great market opportunities there. One firm, Adesemi, would ultimately go bankrupt. The other firm, Celtel, would ultimately succeed and make its founder, Mo Ibrahim, a star of the global business community. Why the difference in outcome? Emerging markets often present weak rule of law, bringing many challenges to business success—from the demand for bribes to regulatory obstacles, hold-up problems, and even civil war. This case explores strategies that can limit these critical non-market risks in foreign direct investment and entrepreneurship. Students will step into the shoes of both companies by exploring their entry strategies, wrestling with the challenges they faced, and diagnosing the reasons why a shared insight about a new business opportunity turned out to be prescient—and led to extremely different endpoints.

  • Identify key challenges to successful entrepreneurship in emerging markets

  • Evaluate government officials or competitors that might trigger regulatory obstacles or hold-up problems

  • Evaluate potential allies that can help avoid these problems

  • Assess strategies to avoid paying bribes

  • Understand the importance of incentive alignment in directing investment success, even in the face of difficult challenges

  • Identify and appraise the strategic value of partnerships with development agencie

Identify key challenges to successful entrepreneurship in emerging markets

Evaluate government officials or competitors that might trigger regulatory obstacles or hold-up problems

Evaluate potential allies that can help avoid these problems

Assess strategies to avoid paying bribes

Understand the importance of incentive alignment in directing investment success, even in the face of difficult challenges

Identify and appraise the strategic value of partnerships with development agencie

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Article
Publication date: 22 May 2007

Graham Beaver, Adrian Davies and Paul Joyce

This paper critically reviews the role and function of the corporate board and finds that boards of directors that have a leadership role in corporate strategic planning go beyond…

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Abstract

Purpose

This paper critically reviews the role and function of the corporate board and finds that boards of directors that have a leadership role in corporate strategic planning go beyond merely caring for shareholder interests and take a proactive role in the success of the business. They do this by setting the strategic direction and evaluating company performance.Findings

However, the cultural and organisational conditions for the development of leadership boards are not well understood. The roles of executive and non‐executive directors need to be clearly defined in order that such boards can be effective and assert control over strategy and performance. Executive directors can only be effective when they clearly differentiate their role of providing direction from their daily role of working with managers in the company.Research limitations/implications

Recent research has begun to push back the ignorance surrounding the development of leadership boards. This is examined in order to define the barriers standing in the way of more empowered directors. It is then used to identify the actions and approaches that can be used by directors to develop their involvement in and influence over, corporate strategic planning.Originality/valueThe paper contains a critical discussion of boards that places the issue in their contemporary policy context. This leads to the conclusion that the organisation of partnership between board and management is important and that business success increasingly rests on openness and trust supported by creative and challenging dialogue. Practical suggestions for the revision of company law are provided.

Details

Business Strategy Series, vol. 8 no. 4
Type: Research Article
ISSN: 1751-5637

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Article
Publication date: 1 April 2002

John Whatmore

It is widely recognised that stimulating research and development is the best route to stimulating an economy; and that nurturing R&D is a vital element of economic policy. Yet…

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Abstract

It is widely recognised that stimulating research and development is the best route to stimulating an economy; and that nurturing R&D is a vital element of economic policy. Yet the “intensity” of R&D in UK organisations in most but not all industries falls well below those of US and Japanese companies and of many other countries.

Details

Foresight, vol. 4 no. 2
Type: Research Article
ISSN: 1463-6689

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Book part
Publication date: 6 November 2015

David Norman Smith

Max Weber called the maxim “Time is Money” the surest, simplest expression of the spirit of capitalism. Coined in 1748 by Benjamin Franklin, this modern proverb now has a life of…

Abstract

Purpose

Max Weber called the maxim “Time is Money” the surest, simplest expression of the spirit of capitalism. Coined in 1748 by Benjamin Franklin, this modern proverb now has a life of its own. In this paper, I examine the worldwide diffusion and sociocultural history of this paradigmatic expression. The intent is to explore the ways in which ideas of time and money appear in sedimented form in popular sayings.

Methodology/approach

My approach is sociological in orientation and multidisciplinary in method. Drawing upon the works of Max Weber, Antonio Gramsci, Wolfgang Mieder, and Dean Wolfe Manders, I explore the global spread of Ben Franklin’s famed adage in three ways: (1) via evidence from the field of “paremiology” – that is, the study of proverbs; (2) via online searches for the phrase “Time is Money” in 30-plus languages; and (3) via evidence from sociological and historical research.

Findings

The conviction that “Time is Money” has won global assent on an ever-expanding basis for more than 250 years now. In recent years, this phrase has reverberated to the far corners of the world in literally dozens of languages – above all, in the languages of Eastern Europe and East Asia.

Originality/value

Methodologically, this study unites several different ways of exploring the globalization of the capitalist spirit. The main substantive implication is that, as capitalism goes global, so too does the capitalist spirit. Evidence from popular sayings gives us a new foothold for insight into questions of this kind.

Details

Globalization, Critique and Social Theory: Diagnoses and Challenges
Type: Book
ISBN: 978-1-78560-247-4

Keywords

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Abstract

Details

Empirical Nursing
Type: Book
ISBN: 978-1-78743-814-9

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Article
Publication date: 1 January 1995

A.E. Cawkell

The conference ‘The Digital Information Revolution’ was held in Westmister, London on 16–17 November 1994. It was arranged by FEI (Federation of the Electronics Industry); EURIM…

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Abstract

The conference ‘The Digital Information Revolution’ was held in Westmister, London on 16–17 November 1994. It was arranged by FEI (Federation of the Electronics Industry); EURIM, an association of politicians and businessmen; and Syntegra, the systems integration division of BT. The conference was opened by the Duke of Kent and speakers were drawn from peers, MPs, general purpose dignitaries, and senior members of the electronics and tetecoms industries. Out of the many speakers, those named below talked about the particular aspects selected for discussion in this article. It was concluded that there was no doubt that a global superhighway would arrive, but speculation about when that might be and bow to define ‘arrival’ were avoided.

Details

The Electronic Library, vol. 13 no. 1
Type: Research Article
ISSN: 0264-0473

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Article
Publication date: 1 February 1989

J. Stuart Horner

This paper outlines some of the pitfalls associated with the efficient management of beds using a case study in Preston. The value of follow‐up studies is reviewed and the…

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Abstract

This paper outlines some of the pitfalls associated with the efficient management of beds using a case study in Preston. The value of follow‐up studies is reviewed and the importance of management drive to secure changes in practice is stressed. External factors, such as the control of overall bed numbers, appear to result in greater changes and improvements in effective use than prolonged investigation and negotiation with the consultants involved.

Details

Journal of Management in Medicine, vol. 4 no. 2
Type: Research Article
ISSN: 0268-9235

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Article
Publication date: 1 November 2002

Mordecai Lee

This exploration of management history focuses on mass entertainment media to determine the history of the efficiency expert in popular culture. It reviews the history of the…

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Abstract

This exploration of management history focuses on mass entertainment media to determine the history of the efficiency expert in popular culture. It reviews the history of the image of the efficiency expert in film and on American‐produced television programs. The review shows that this profession is a universal and pervasive one, permanently embedded in our culture and catholic in background, occupation and workplace. It is generally a man’s job. The most significant historical trend is a sharp change from the efficiency expert as an amusing and relatively harmless character to a malevolent one who is to be feared. Although television has only existed for about half as long as motion pictures, the depiction of the efficiency expert on TV is similar to his movie image. This widely recognized profession needs no introduction to the viewer. He is a negative figure, often laughed at but never admired.

Details

Management Decision, vol. 40 no. 9
Type: Research Article
ISSN: 0025-1747

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