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Article
Publication date: 26 April 2011

L. Gratton

1283

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Development and Learning in Organizations: An International Journal, vol. 25 no. 3
Type: Research Article
ISSN: 1477-7282

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Article
Publication date: 31 August 2010

L. Gratton

290

Abstract

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Human Resource Management International Digest, vol. 18 no. 6
Type: Research Article
ISSN: 0967-0734

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Available. Content available
Article
Publication date: 25 September 2007

L Gratton

91

Abstract

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Strategic Direction, vol. 23 no. 10
Type: Research Article
ISSN: 0258-0543

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Book part
Publication date: 14 August 2014

Anna Bos-Nehles and Maarten Van Riemsdijk

The social innovation of devolving HRM responsibilities to line managers results in many debates about how well they implement HRM practices. The implementation constraints line…

Abstract

Purpose

The social innovation of devolving HRM responsibilities to line managers results in many debates about how well they implement HRM practices. The implementation constraints line managers perceive in their HRM role are researched by taking organisational contingencies into consideration.

Design/Methodology/Approach

We present four case studies in which our findings are based on quantitative and qualitative data from the cases. The qualitative data allow us to explain some of our quantitative results in terms of organisational differences.

Findings

The HRM implementation effectiveness as perceived by line managers depends on the line managers’ span of control, his/her education level and experience and his/her hierarchical position in the organisation. Each HRM implementation constraint knows additional organisational contingencies.

Research Limitations/Implications

We did not consider possible influences of one organisational characteristic on another, and the effect of this combined effect on the HRM implementation factors. In order to overcome this limitation, we would suggest using a structural equation model (SEM) in future research.

Practical Implications

This chapter offers HR professionals solutions on how to structure the organisation and design the HRM role of line managers in order to implement HRM practices effectively.

Social Implications

We see many differences on how HRM implementation is managed in organisations. This chapter offers solutions to policy makers on how to equalise the HRM role of line managers.

Originality/Value

The focus of this chapter is on the line manager (instead of HR managers) as implementer of HRM and the impact of organisational contingencies on HRM implementation.

Details

Human Resource Management, Social Innovation and Technology
Type: Book
ISBN: 978-1-78441-130-5

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Book part
Publication date: 1 May 2013

Philip A. Woods

Across all kinds of organizations, including schools, a prevailing discourse values leadership that pursues new ideas, new knowledge, and new practices that promise to improve…

Abstract

Across all kinds of organizations, including schools, a prevailing discourse values leadership that pursues new ideas, new knowledge, and new practices that promise to improve performance and service. Educational leadership is, accordingly, being pressed to reshape itself to become more entrepreneurial and to promote the idea of the “enterprising self.” Profound challenges to the purpose of educational leadership are bound up with this, however. They include questions of both meaning and values around the ideas and practice of entrepreneurial leadership. This chapter examines the discourse of enterprise and entrepreneurialism, and then considers the scope for responding to and shaping this discourse and the nature of entrepreneurial leadership through the ideas underpinning democratic entrepreneurialism and adaptive strategies. Implications for principal preparation and development are suggested, including the importance of problematizing entrepreneurial leadership and engaging leaders and aspiring leaders in dialogue around the diverse varieties and progressive possibilities of entrepreneurialism.

Details

Understanding the Principalship: An International Guide to Principal Preparation
Type: Book
ISBN: 978-1-78190-679-8

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Article
Publication date: 19 June 2009

J.A. Quelch

713
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Book part
Publication date: 30 November 2018

Jon-Arild Johannessen and Hanne Stokvik

Abstract

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Evidence-Based Innovation Leadership
Type: Book
ISBN: 978-1-78769-635-8

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Article
Publication date: 1 May 1989

Paul Iles

I begin by examining some ways in which organisations have attempted to improve their recruitment and selection procedures to minimise bias and unfair discrimination, and focus on…

1067

Abstract

I begin by examining some ways in which organisations have attempted to improve their recruitment and selection procedures to minimise bias and unfair discrimination, and focus on the assessment centre as a potentially useful technique in this respect, especially for managerial selection. I go on to examine the assessment centre in more detail, including its origins, construction and uses, before discussing the strong evidence for its validity as a selection and assessment procedure. I then describe some recent British innovations in assessment centre design and practice, especially in its use for management and organisation development purposes, before discussing some of my own recent research, in collaboration with Ivan Robertson and Usha Rout, on participants' attitudes towards the use of assessment centres for selection and development purposes, including gender differences in attitudes.

Details

Equal Opportunities International, vol. 8 no. 5
Type: Research Article
ISSN: 0261-0159

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Book part
Publication date: 30 November 2018

Jon-Arild Johannessen and Hanne Stokvik

Abstract

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Evidence-Based Innovation Leadership
Type: Book
ISBN: 978-1-78769-635-8

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Book part
Publication date: 11 July 2019

Jon-Arild Johannessen

Abstract

Details

Leadership and Organization in the Innovation Economy
Type: Book
ISBN: 978-1-78973-857-5

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