Developing People (HRD)
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Human Resource Management in a Business Context

Human Resource Management in a Business Context, 3rd edition
by Alan Price
 Human Resource Management in a Business Context provides an international focus on the theory and practice of people management. A thorough and comprehensive overview of all the key aspects of HRM, including articles from HRM Guide and other sources, key concepts, review questions and case studies for discussion and analysis.
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Developing yourself

  Star performers

The market for talented staff, or gold-collar workers, is becoming international and the ability to recruit, develop and keep them provides a significant and sustainable competitive advantage. (...) Development programmes must provide these individuals with the following:

* A sense of mission, providing a more satisfying cause than just pay and security.
* An organizational structure which encourages rather than stifles creativity.
* A performance management system which identifies and rewards talented individuals, giving them opportunities to develop their skills through challenging work.
* A clear statement of the link between strategic objectives and the desire of talented people to excel.

(...) Mentor relationships have been found to be highly effective. (...) Mentors are established managers who can provide support, help and advice to more junior members of staff. A mentor should not be a direct line manager, but should have the same gender and ethnic background, so that advice is based on similar life experience. (...)

'Mentors Forum UK - attractive site with a wealth of information on mentoring from Hertfordshire TEC

  Empowerment and HRD

The concept of empowerment ... is particularly relevant in the context of human resource development. There is nothing new in the notion that decision- making should be delegated as low down the organization as possible, and that individuals should take responsibility for their own work, but empowerment has significant implications for the career structures and work behaviour of employees. (...)

... in return for empowerment, employees must accept that career opportunities have diminished. Much of the ladder has disappeared and vertical promotion is only available to the few star performers. HRD in this case is focused on building resilient people who are able to gain rewards from existing jobs. Their future lies in 'horizontal promotion', regular moves between different jobs on a similar level.(...)

  Self-development

Development is the responsibility of the individual as well as the organization. Career success requires self-control, self-knowledge, systematic career evaluation and frequent role change. (...)

Our lives also depend heavily on accident or chance, since the process of living is predominantly an unsystematic series of incidents. We choose to apply for specific jobs or particular universities because they meet our needs at a particular point in time. These decisions produce unanticipated side-effects. (...)

However, there are major components of life which are controlled by our own actions, leaving scope for intention and direction. The more we plan and take action, the greater the control we have over our lives. To a degree, we shape our own selves by imagining the kind of person we want to be: perhaps being more successful, being respected, or being seen as kind or helpful. When we take actions which contribute to the achievement of these goals we are involved in a process of self-creation. Few of us have a systematic life plan, but rather a loosely organized collection of sometimes minor aims. Most people have restricted opportunities, so that self-creation ia a matter of taking account of reality and adjusting to what is possible (the book provides a checklist). (...)

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