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In: Management Development Review 10 (1997) 5, pp. 179-182

The number of companies attempting to benchmark the activities of their human‐resource department ‐ that is, to compare it with different organizations considered to be the best in their class ‐ is growing. Discusses best practice in the area of people management, based on a benchmarking...

Persistent link: https://www.econbiz.de/10014936852

Guiding cultural change at Motorola

In: Management Development Review 10 (1997) 5, pp. 185-187

At a time when it has become fashionable in some quarters to question the value which human resource specialists provide to an organization, Motorola has used a people‐centred approach to drive fundamental change. Alan Larson, the company’s senior applications consultant, takes up the story.

Persistent link: https://www.econbiz.de/10014936854

Eastman makes the most of motivation

In: Management Development Review 10 (1997) 5, pp. 188-190

Some companies increase their profits by eliminating jobs or cracking the whip to get employees to work harder. The Eastman Chemical Company, based at Kingsport, Tennessee, USA, has increased sales by 84 per cent in ten years by motivating its employees. Describes the philosophy known as “the...

Persistent link: https://www.econbiz.de/10014936855

Making the most of mentoring

In: Management Development Review 10 (1997) 4, pp. 134-136

Increasing numbers of companies are introducing formal mentoring programmes. Examines how five firms ‐ Hallmark Cards, Texaco Trading and Transportation, Imperial Oil Ltd, Shell Oil Company and an anonymous Fortune 500 computer company ‐ resolved some of the issues which arise.

Persistent link: https://www.econbiz.de/10014936863

Deskilling: myth and reality

In: Management Development Review 10 (1997) 4, pp. 141-142

The idea that companies should provide their employees with less training, not more, is about as fashionable as the … beehive hairstyle. Explores the link between training and a quality culture. …

Persistent link: https://www.econbiz.de/10014936866

New developments in customer service training

In: Management Development Review 10 (1997) 4, pp. 151-153

company’s image, and key players in the organization’s customer retention plan. Highlights how training for customer service …

Persistent link: https://www.econbiz.de/10014936870

Looking to the long term

In: Management Development Review 10 (1997) 6, pp. 217-219

exercise control over”. This is commonly seen in the management of training and development, which too often takes the form of …. Another, which operates at the level of individual companies, involves constructing training and development policies …

Persistent link: https://www.econbiz.de/10014936879

A wider view of training effectiveness

In: Management Development Review 10 (1997) 6, pp. 220-221

US business will spend more than $30 billion on training this year. But will organizations get value for money? Argues … that the criteria against which training effectiveness is measured should be changed to reflect the changing demands made … on the training function. …

Persistent link: https://www.econbiz.de/10014936880

Trade unions take up the issue of training

In: Management Development Review 10 (1997) 6, pp. 222-224

Trade unions have long recognized that proper education and training for officials, activists and members in general … helps to make the union a more effective provider of services to its members. In contrast, the training of members as …

Persistent link: https://www.econbiz.de/10014936881

What makes training pay?

In: Management Development Review 10 (1997) 6, pp. 225-227

Companies need to redefine value for money in the context of training and find new ways of matching employer and …

Persistent link: https://www.econbiz.de/10014936882

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