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Responsibilities for human resource management practices in the modern enterprise

Poole, Michael; Jenkins, Glenville - In: Personnel Review 26 (1997) 5, pp. 333-356

Proposes to assess the extent to which line management has responsibility for human resource management (HRM) practices …

Persistent link: https://www.econbiz.de/10014974466

The Relevance of Leadership Variables for Performance Appraisal

Galin, Amira - In: Personnel Review 18 (1989) 1, pp. 35-40

leadership style and other rater characteristics have on appraisal errors are investigated. …

Persistent link: https://www.econbiz.de/10014974947

The dynamics of managing people in the diverse cultural and institutional context of Africa

Kamoche, Ken; Siebers, Lisa Qixun; Mamman, Aminu; … - In: Personnel Review 44 (2015) 3, pp. 330-345

Purpose – The purpose of this paper is to introduce the special issue which considers some of the contemporary debates in managing people in Africa. Design/methodology/approach – The papers that constitute this special issue were selected from submissions to various events hosted by the...

Persistent link: https://www.econbiz.de/10014975090

Managing People and Organisations in Africa

Kamoche, Ken - 2015

Management and organisation literature often characterises managing in Africa as 'the challenge of' and rarely do scholars look to the continent for novel ideas, inspiration, best practice, or theoretical insights. Yet, in the last five years or so, the African organisational landscape has...

Persistent link: https://www.econbiz.de/10012679142

Home‐based teleworking and the employment relationship

Harris, Lynette - In: Personnel Review 32 (2003) 4, pp. 422-437

As home‐based teleworking grows in the UK, more evidence is needed of how working from home shapes the employment relationship and the implications this may have for those line managers responsible for a home‐based workforce. The reported experiences of a sales team and their line managers...

Persistent link: https://www.econbiz.de/10014973826

Line managers as career developers: rhetoric or reality?

Yarnall, Jane - In: Personnel Review 27 (1998) 5, pp. 378-395

Following a critical review of current literature on the role of line managers in career development, the article reports on research which examined the extent to which employee participation in voluntary career activities is affected by differing levels of management support. Using data from...

Persistent link: https://www.econbiz.de/10014974485

Devolving human resource responsibilities to the line

Cunningham, Ian; Hyman, Jeff - In: Personnel Review 28 (1999) 1/2, pp. 9-27

Alternative hypotheses for the personnel function are presented, based on findings from four case study organisations which have devolved personnel responsibilities from a designated personnel department to line managers. The views of line managers and employees are sought to assess the effects...

Persistent link: https://www.econbiz.de/10014974500

Developing global leaders through international assignments

Kohonen, Eeva - In: Personnel Review 34 (2005) 1, pp. 22-36

Purpose – International assignments, which are used as an integral part of global management development, are challenging in terms of one's managerial competencies and self‐concept. However, not much is known about how managers develop during international assignments, or about the process...

Persistent link: https://www.econbiz.de/10014973895

Leadership and solidarity behaviour

Sanders, Karin; Schyns, Birgit - In: Personnel Review 35 (2006) 5, pp. 538-556

Purpose – This study focuses on the relationship between cohesion, consensus in the perception of leadership style of …, consensus in leaders' perception and cohesiveness within the team were positively related for transformational leadership style … solidarity behaviour. In addition, they show the impact of consensus in the perception of leadership style on cohesion. …

Persistent link: https://www.econbiz.de/10014973968

The Three Faces of Leadership: Manager, Artist, Priest

Bridgman, Todd - In: Personnel Review 36 (2007) 3, pp. 494-496

Persistent link: https://www.econbiz.de/10014974005

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