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The paradox of indispensability (management careers)
In: Human Resource Management International Digest 20 (2012) 2
Persistent link: https://www.econbiz.de/10014753421
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Making the case for manager delegation of authority
Lyons, Paul R. - In: Human Resource Management International Digest 24 (2016) 5, pp. 1-3
Purpose The purpose of this paper is to present some of the foundational characteristics of the effective delegation of …/methodology/approach Addressed in this paper are several areas that establish the basis for effective delegation to include the psychology of … delegation, potential benefits, delegation and high performance human resource management practices, and fears of actually …
Persistent link: https://www.econbiz.de/10014753716
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Toshiba builds dealer skills through electronic and classroom‐based learning
In: Human Resource Management International Digest 10 (2002) 1, pp. 23-25
Toshiba’s electronic‐imaging division (EID) is a business in transition. Yesterday, it seemed, all photocopiers and fax machines were simply standalone pieces of kit. Today they are just as likely to be sitting on a network and will be seen as part of the IT infrastructure rather than simply...
Persistent link: https://www.econbiz.de/10014751814
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The search for great leadership
In: Human Resource Management International Digest 10 (2002) 2, pp. 4-7
Over a third of all executives and nearly half of junior managers say that the quality of leadership in their organization is poor, according to new research entitled Leadership: The Challenge for All?, launched by the Institute of Management (IM). The project, carried out by independent...
Persistent link: https://www.econbiz.de/10014751818
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Diversity creates global competitive advantage for South African Breweries
In: Human Resource Management International Digest 10 (2002) 5, pp. 14-17
social inequities in its hiring, promoting and training practices, and combating discrimination. The 49,000‐employee …
Persistent link: https://www.econbiz.de/10014751851
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People: a key ingredient at Pret A Manger
In: Human Resource Management International Digest 10 (2002) 6, pp. 6-8
Giving junior team members a significant role in hiring decisions and encouraging employee feedback on customer‐comment forms are just two of the unconventional human‐resource management practices that have helped to make Pret A Manger one of the most admired brands in Britain. McDonald’s...
Persistent link: https://www.econbiz.de/10014751865
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People development at Allen & Overy
In: Human Resource Management International Digest 10 (2002) 7, pp. 14-16
meeting their demanding targets in terms of billable hours. They can be cynical about the experience of training and skeptical …
Persistent link: https://www.econbiz.de/10014751873
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The hotel where staff give marks out of ten on their guests
In: Human Resource Management International Digest 10 (2002) 7, pp. 21-22
Hotel guests are used to awarding marks out of ten for the service they receive but, at the USA’s first restaurant and hotel to receive double‐five‐star (Mobil) and double‐five‐diamond (AAA) ratings, the staff award marks out of ten on their guests. Every night, waiters at The Inn at...
Persistent link: https://www.econbiz.de/10014751876
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Ritz‐Carlton employees go for gold
In: Human Resource Management International Digest 10 (2002) 7, pp. 23-25
’s Gold Standards – an array of service principles. Training sets about bringing these principles to life and giving them …
Persistent link: https://www.econbiz.de/10014751877
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Rolls‐Royce a driving force in project management
In: Human Resource Management International Digest 11 (2003) 6, pp. 26-28
It is common to read in the UK press of a “skills shortage” – a lack of suitably qualified people in certain areas of industry, notably engineering, but also in some trades such as plumbing.
Persistent link: https://www.econbiz.de/10014751887