Purpose – The purpose of this paper is to advance the view that being able fully to understand the perspective of a client is one of the key skills of successful HR people. Design/methodology/approach – Reveals that the most successful HR people are able to look at situations from the...

This article explores the relationship between an Australian financial institution’s training programme and its commercial fortunes, in particular its mix of technical skills and social skills training. In this industry, price and product differentiation are limited, and customer service is...

Purpose – The purpose of this study is to shed more light on the role of employee proactivity (self‐starting, action‐orientated behaviours aimed at greater organisational effectiveness) in relation to aging and career development. It aims to do this in two ways. First, by investigating how...

Three consultants in ICL′s corporate HRD unit speak from their experience of self‐managed learning. They ask “Can self‐development provide people with sufficient confidence in their own future to engender a positive attitude to corporate change?” Three key points are illustrated with...

British Nuclear Fuels plc, an organization employing around 15,000 people, entered the 1990s facing change on a number of business fronts, precipitated by the privatization of the UK electricity industry, the move from cost plus to fixed price contracts and the need to become globally...

Outlines some of the questions raised during the course of a qualitative research inquiry into the personal consequences of organisational change for directors who are “drivers” of such change. Links these questions to more general issues and trends in the organisation of work (Handy) and...

Presents new models for managing people. Part one explores underlying assumptions which can transform the way in which we approach the management of people. Part two introduces a customer‐oriented framework for managing others. A wide range of organizations have successfully adopted this...

Presents new models for managing people. Part one explored underlying assumptions which can transform the way in which we approach the management of people. Part two introduces a customer‐oriented framework for managing others. A wide range of organizations have successfully adopted this...

Explores employee experiences of HRM within a division of a non‐unionised Korean owned MNC, which comprised a mix of greenfield site and brownfield site factories. Explores employee perceptions of the effectiveness of communication and consultation within the company. Incorporates a...