Keywords: Employee development
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Journal Articles
Management Development Review (1997) 10 (7): 246–248.
Published: 01 December 1997
... Highlights the increasing interest in how and why employees seek feedback on their performance, the role it plays in their ability to learn from past behavior and improve on it, and the consequent importance it has for the company. © MCB UP Limited 1997 Employee development Feedback...
Journal Articles
Management Development Review (1997) 10 (7): 244–245.
Published: 01 December 1997
... in the shorter term, the company pays higher wages and invests in the employee’s development. This makes him or her more marketable when the time comes to move on. But the concept of employability is of limited value. It contains more hope than substance. To succeed in the new employment scene...
Journal Articles
Management Development Review (1997) 10 (2): 53–54.
Published: 01 April 1997
... Employee attitudes Employee development Japan Retail trade Training A retailing conglomerate with more than 400 stores in 16 countries bases its training program on gratitude, love and the pursuit of happiness. A buyer with Yaohan’s merchandise division in Shanghai, China, said: “During...
Journal Articles
Management Development Review (1996) 9 (5): 9–12.
Published: 01 September 1996
... are aimed at the development of individuals and were devised in collaboration with occupational psychologists Saville & Holdsworth. Key management skills were identified under three broad categories: © Company 1996 Building societies Employee development Employees Growth Skipton...
Journal Articles
Management Development Review (1996) 9 (4): 9–12.
Published: 01 July 1996
...Marion Loveday Discusses the employee satisfaction surveys carried out at ISS, a facilities management company, to assess the gap between what employees expected and what the company offered. Looks at ISS’s human resource policies, with an emphasis on comprehensive training and employee development...
Journal Articles
Management Development Review (1996) 9 (4): 5–8.
Published: 01 July 1996
... to achieve continual improvement, comparing kaizen‐based and innovation‐based approaches. Gives case examples of company turnarounds as a consequence of becoming more process‐oriented rather than purely results‐based. © MCB UP Limited 1996 Employee development Kaizen Motivation Process...
Journal Articles
Management Development Review (1996) 9 (2): 15–20.
Published: 01 April 1996
... management can support and motivate them. Concludes by offering hints to help leaders achieve this. © Company 1996 Customer satisfaction Employee development Employee involvement Empowerment USA Most practitioners agree that an organization’s human resources and HR itself are critical...
Journal Articles
Management Development Review (1996) 9 (1): 8–12.
Published: 01 February 1996
... at Northern Tube, Pacific First Federal and an apprenticeship programme at Siemens Stromberg‐Carlson. Concludes that if employees are given an opportunity to improve themselves, most will. © MCB UP Limited 1996 Apprenticeships Benchmarking Employee development USA Vocational training Over...
Journal Articles
Management Development Review (1995) 8 (6): 13–17.
Published: 01 December 1995
... of business is crucial if employees are to be developed,and kept motivated in ever‐changing organizations. © MCB UP Limited 1995 Employee development ICL Organizational change Pilkington Optronics Trends A recently published, research‐based report has identified trends and best practice...
Journal Articles
Management Development Review (1995) 8 (2): 16–21.
Published: 01 April 1995
... for combating the effects of arthritis, and Canderel,the table‐top aspartame sweetener rivalling sugar. Employee development Human resource management Management attitudes Managers Searle UK Strategy Training When line managers own and drive training and development, performance improvements...
Journal Articles
Management Development Review (1995) 8 (2): 26–29.
Published: 01 April 1995
..., empowering a field force is very high risk. Our vision and values and representative standards have a high profile and form a framework within which the field force can be given freedom to act appropriately. © MCB UP Limited 1995 Autonomy Employee development Field salesforce Management...

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