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Vital raw material called people
In: Human Resource Management International Digest 12 (2004) 4, pp. 20-22
As the reality dawns on more and more organizations that their cutting‐edge competitiveness is inextricably linked to the talents, knowledge, energy and enterprise of the people they employ, how many of them are doing enough to make sure they do not run short of that vital raw material? Too...
Persistent link: https://www.econbiz.de/10014751988
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HR should be buried and then given a seat on the board
Bridle, Paul - In: Human Resource Management International Digest 18 (2010) 1, pp. 5-7
. Findings – Advances the view that the leadership of an organization needs to involve HR and encourage it to make an … – Argues that the board or leadership of an organization needs to value the strategic role HR plays and stop imposing …
Persistent link: https://www.econbiz.de/10014752453
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Plato as personnel manager
Short, Tom - In: Human Resource Management International Digest 18 (2010) 4, pp. 38-41
Purpose – Describes how Plato's philosophy has influenced, and may continue to affect, modern human‐resource management. Design/methodology/approach – Outlines some of Plato's main ideas – including the role of the philosopher king in striving for the ideal – and draws out their...
Persistent link: https://www.econbiz.de/10014752498
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Interview with Eugene Sadler‐Smith, author of The Intuitive Mind
by Juliet Norton, Interview - In: Human Resource Management International Digest 18 (2010) 5, pp. 39-41
intuitive mind, offering tools and techniques for developing and deploying informed intuition in leadership and management.  …
Persistent link: https://www.econbiz.de/10014752512
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Can leaders change their spots?
In: Human Resource Management International Digest 19 (2011) 2, pp. 12-15
Purpose – Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the...
Persistent link: https://www.econbiz.de/10014752555
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The craft of people management
Maloney, Kieran; Stanford, Paul - In: Human Resource Management International Digest 19 (2011) 3, pp. 3-5
Purpose – This paper aims to look at the “core” ingredients of successful people management and the areas that are critical to success. Design/methodology/approach – The paper argues that organizations can be stripped back to the essentials of “what” (the purpose), “how” (the...
Persistent link: https://www.econbiz.de/10014752563
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Do your leaders pass the mirror test?
Briggs, Hilary - In: Human Resource Management International Digest 19 (2011) 3, pp. 31-34
author's personal experience of leadership roles in multinational corporations and as a consultant working with small and …
Persistent link: https://www.econbiz.de/10014752572
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Five principles that will determine the new mainstream
Marques, Joan - In: Human Resource Management International Digest 19 (2011) 4, pp. 39-42
Purpose – This paper aims to present an emerging, human‐resource‐based paradigm in organizational thinking. Design/methodology/approach – Reviews macro changes of the first decade in the twenty‐first century, focuses on previous‐century mainstream thinking and its weaknesses, and...
Persistent link: https://www.econbiz.de/10014752587
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HRM spreads word to the world
In: Human Resource Management International Digest 20 (2012) 3, pp. 18-21
Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments...
Persistent link: https://www.econbiz.de/10014752661
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The importance of balance in leadership development
Short, Tom - In: Human Resource Management International Digest 20 (2012) 4, pp. 36-39
in modern leadership. Findings – Highlights the importance of balancing: principles and practices; technical and people … that these five balances are relevant the world over; one aspect of leadership and management cannot live without the other … time when the need for leadership development, capability building and talent management have reached dangerously low …
Persistent link: https://www.econbiz.de/10014752677