... an antecedent (i.e. dialectical thinking) and outcomes (i.e. performance and well-being) of the three work passion profiles. Quantitative Human resource management Organizational behaviour Management development Work performance Work passion is defined as a strong inclination toward work, whereby...

..., for considering the likely efficacy of management development. Design/methodology/approach – A qualitative, photo-elicitation interview research study is detailed in which managers’ accounts of being a manager were generated. Findings – The accounts of a sample of managers are analysed through...

... Business performance Human capital Knowledge-based economy Management development Mixed methodologies Small and medium sized enterprises Well-being Thus, research with SMEs in these countries allows for comparisons as well as reflections on the role of policy and economic context on HC and WB...

...Denise Thursfield; Jean Kellie Purpose The purpose of this paper is to explore management development in five trade unions. It investigates senior trade union managers' interpretations of management development, in particular, the extent to which they view management development as relevant...

... and finding new insight or (re‐)solution. In practice, there is always doubt as to: what the “issue” is; who determines what the “issue” is; and whose “issue” it is. © Emerald Group Publishing Limited 2011 Management development Coaching Management effectiveness Interpersonal...

... to management development (Kavanagh and Mohan, 2008). These data repositories for HR related information typically comprise of a number of modules, which in turn can support every area of HR including talent management. TMS can be used for a variety of purposes, for instance to coordinate training...

...Vesa Suutari; Riitta Viitala Purpose The purpose of this paper is to discover the preferences for management development methods used in the development of senior managers, and to discover the perceived effectiveness, as well as strengths and weaknesses, of different methods. Design/methodology...

.... They also highlight the need to assess cynicism levels in the organisation. Originality/value The study combines variables not included in previous studies. © Emerald Group Publishing Limited 2007 360‐degree feedback Management development Leadership development Performance management...

... which is not necessarily the same impact as those who are affected by their efforts. © MCB UP Limited 2002 Organizational change Organizational learning Management development The efficacy of the change agent role in aiding organisational development and transformation has been...

... primarily for securing commitments rather than recognitions could have contributed to the low conversion rate. Small‐ to medium‐sized enterprises Management development Training IIP was formerly based on the maintenance of formal procedures and the accurate recording of training activity...

... are perceived to be important by managers working at the same grade (unit general manager or equivalent) in each of these environments. These findings are considered within the context of the debate about the utility of competency lists for management development. Burgoyne (1990) argues that much time has...

...Graeme Currie Focuses on feelings about culture and change in the health service and the impact of management development programmes on the change process. The issues raised in a series of semi‐structured interviews are taken forward to a case study, a medium‐sized hospital trust. The researcher...

...Mohamed Branine Gives an eye‐witness account of how training and management development policies are put into practice in Chinese state‐owned enterprises. Makes observations on how training is perceived and implemented in a period of rapid economic change. Also discusses the contribution...

...Heather Höpfl; Frank Dawes Originates from a management development programme which was run for a statutory water authority over a period of two‐and‐a‐half years,which sought to facilitate a change in management style away from a directing and controlling paradigm towards a supportive and trust...

...Michael Doyle Evidence has emerged from an analysis of two organizational case studies to suggest that a relatively discrete and processual view of management development may be contributing to the “failure”of development strategies and activities to meet organizational expectations during a time...

..., without the privileging (or de‐privileging) of any of these or any other categories of the learners experience. © MCB UP Limited 1995 Experience Learning Management development Myths Organizational development Organizations This article advances a highly speculative argument...

...) summary matrix Table I. Inter‐exercise correlation of dimensions Table II. Intra‐exercise correlation of dimensions © MCB UP Limited 1995 Competences Management development This second phase, conducted over a three‐month period, elicited from...

... used; the role of formal mentors in professional and continuing professional development[ 7 , 8 ] the role of formal entors for young people in training and education[ 9 , 10 ] and the role of mentors in management development. So, as well as clarifying the potential and limitations of formal mentoring...

... improvements and solutions following the stages of SSM. Makes recommendations, a number of which have already been implemented within NBS. © MCB UP Limited 1994 Careers Career counselling Career development Human resource management Managers Management development Models Nationwide Building...

... of typologies of knowledge and relates these to the concept of meta‐competence. Examines knowledge in relation to judgment, intuition and acumen. © MCB UP Limited 1993 Competences Intuition Management Charter Initiative Management development Organizational learning Meta-competence: A Recipe...