A wide, organisational perspective on the area of developing people′s contributions is presented. The need to relate all people development activities to the company′s longer‐term corporate and human resource planning activities is stressed. The need to develop people as members of teams,...

Charts the success of an experiment by B&Q, the large DIY chainstore, in opening a store, staffed entirely by older workers. The subsequent success of this proactive response to the changing demographic structure has proved to managers and public alike, that older workers are a valuable part of...

The cross‐cultural and practical challenge of evaluating the management performance of Australian and Singaporean expatriates has received little research attention. This paper explores critical perceptions of performance management by analysing the results of structured interviews with...

Since most literature on international performance appraisal is derived from Western MNCs, it is questionable whether the Western theories are equally powerful when applied to other national contexts. This study develops the Chinese international performance appraisal model by exploring...

Purpose – This study tries to explore through multiple case studies how expatriate performance management is conducted in multinational enterprises (MNEs) of different national origins. Design/methodology/approach – Multiple interviews were conducted with expatriate employees and human...

Purpose – The aim of this paper is to use psychological contracts theory to explore performance management practices in Mexico paying particular attention to the impact of national culture, social and structural factors. Design/methodology/approach – The paper examines the content of...

The empirical study reported here attempts to establish the degree of relationship between test scores and on‐the‐job performance scores (job evaluation) of bank workers. We developed two related research hypotheses ‐ Pearson’s product‐moment correlation coefficient (γ) and...

The research concludes that leadership, teamwork and group dynamics are requirements of organisational flexibility in Britain over the medium‐term future. It proposes a test on the dual link between group dynamics and leadership, and on how each nurtures the other.

This article attempts to outline the current economic and cultural environment in which management development operates in Hong Kong and to demonstrate the potential barriers which exist to the expansion of management development provisions and the acceptance of process. We review and evaluate...