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Diversity concerns during a major crisis

In: Human Resource Management International Digest 31 (2023) 2, pp. 33-36

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 and places...

Persistent link: https://www.econbiz.de/10014754610

Positive emotions boost employee engagement

Hazelton, Suzanne - In: Human Resource Management International Digest 22 (2014) 1, pp. 34-37

Purpose – Highlights the power of positive emotions in helping to build individual and organizational success. Design …/methodology/approach – Explores the meaning of positive emotions, how they can be promoted at individual and organizational level and the benefits … they can bring to the individual and organization. Findings – Advances the view that positive emotions can benefit physical …

Persistent link: https://www.econbiz.de/10014753525

Graduates construct their management careers from day one

In: Human Resource Management International Digest 22 (2014) 3, pp. 35-37

Purpose – The purpose of this paper is to describes the management-development training program in operation at a UK trade distributor of plumbing and heating products and supplier of construction materials. Design/methodology/approach – Provides the reasons for the program, the form it...

Persistent link: https://www.econbiz.de/10014753939

Freeing the slaves from our supply chains

Pollitt, Michael - In: Human Resource Management International Digest 22 (2014) 7, pp. 1-4

Purpose – This paper aims to ask how much forced labor and trafficking have changed since the abolition of the trans-Atlantic slave trade and whether businesses and governments are taking adequate measures to remove slavery from international supply chains. Design/methodology/approach – It...

Persistent link: https://www.econbiz.de/10014754439

The HRM consequences of cellular manufacturing at Dowell Remcraft

In: Human Resource Management International Digest 10 (2002) 2, pp. 17-19

Companies introducing cellular manufacturing have concentrated on such technical issues as classification methods, the design of the workflow sequence and the physical arrangement of machinery for reducing set‐up times. The experience of one Australian manufacturer indicates, however, that the...

Persistent link: https://www.econbiz.de/10014751823

Building strategic skills for senior managers at HBG Construction

In: Human Resource Management International Digest 12 (2004) 2, pp. 24-26

A UK construction‐services company is giving its director‐level managers a broader understanding of the business through a development program that helps them to make the transition from project management to strategic management.

Persistent link: https://www.econbiz.de/10014751970

Tapping into the energy equation at Balfour Beatty Rail

In: Human Resource Management International Digest 12 (2004) 6, pp. 11-13

Organizational energy at first can appear to be an obvious business concept. Any organization you care to pick only has a finite amount of human energy that it can muster to deliver its business goals. Energy, rather than time, is the commodity leaders are realizing they need to value. You could...

Persistent link: https://www.econbiz.de/10014752005

Training hones the safety culture at Birse Civils Ltd

Mottram, Caroline - In: Human Resource Management International Digest 13 (2005) 2, pp. 14-16

Purpose – Highlights the improvement in the safety record of Birse Civils (NW) that resulted, at least in part, from a training program that won a regional training award in the most recent UK National Training Awards. Design/methodology/approach – Gives the inside story of what gave rise to...

Persistent link: https://www.econbiz.de/10014752036

Lafarge builds the skills of the leaders of tomorrow

In: Human Resource Management International Digest 14 (2006) 1, pp. 31-33

Purpose – The paper examines how multinational building‐materials manufacturer Lafarge, with more than 77,000 employees operating in four divisions in more than 75 countries, provides its employees with a shared vision of group‐wide ambitions, challenges and opportunities, while still...

Persistent link: https://www.econbiz.de/10014752116

Training means zero accidents for FHm

In: Human Resource Management International Digest 14 (2006) 4, pp. 23-25

Purpose – This article demonstrates how UK construction company Frank Haslam Milan (FHm) has hit its target of zero reportable accidents through its award‐winning training and awareness program, which involves its employees and around 2,000 people living in the homes it builds and...

Persistent link: https://www.econbiz.de/10014752152