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People and Organisational Development: A New Agenda for Organisational Effectiveness

Published on Jan 1, 2012
Helen Francis12
Estimated H-index: 12
,
Linda Holbeche1
Estimated H-index: 1
,
Martin Reddington9
Estimated H-index: 9
Abstract
  • References (0)
  • Citations (8)
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Purpose Literature encompassing sustainable leadership and developing leaders sustainably are still in infancy (Lambert, 2011). Nevertheless indications identify leadership as a vital cog in achieving sustainable organisations. Sustainable leadership can allow a fast, resilient response which is competitive and appealing to all stakeholders (Avery and Bergsteiner, 2011a, b). Arguably, organisations’ need to stop considering leadership as a control function (Casserley and Critchley, 2010; Crews, ...
4 CitationsSource
#1Anne Clare Gillon (University of the West of Scotland)H-Index: 3
#2Ashley Braganza (Brunel University London)H-Index: 8
Last. Catherine McCauley-Smith (Teesside University)H-Index: 3
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Organisation development (OD) roles and skills are in demand in practice, yet they receive scant attention in the academic literature. Using the theoretical lens of population ecology, this study examines the evolution of OD through a 40-year empirical study. The paper extends current thinking by contrasting the research of academic scholars on the evolution of the human resources management (HRM) profession in the UK and USA. It also presents implications of the data for the future, in practice...
3 CitationsSource
#1Fiona Duncan (Edinburgh Napier University)
Last. Allan Ramdhony (Edinburgh Napier University)H-Index: 2
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This conceptual paper seeks to explore the concepts of reflection and reflective practice to develop a critical understanding of the process and its multiple dimensions and the implications for HRD theory and practice. Although reflective practice has emerged over the last thirty years to become a key approach to practice-based learning, the theoretical discourse has evolved from different disciplinary backgrounds for a range of different purposes and is currently underdeveloped and fragmented. ...
#1Helen Francis (Edinburgh Napier University)H-Index: 12
#2Allan Ramdhony (Edinburgh Napier University)H-Index: 2
Last. Harry Staines (Edinburgh Napier University)H-Index: 1
view all 4 authors...
This study develops the concept of dialogic conversational practice (dialogic CP) as a conduit for effective engagement strategies and productive working arrangements. We begin with a critique of High-Involvement-High-Performance HR systems against the backdrop of the current economic crisis to underline its deep-seated instrumental orientation and adverse effects on employee engagement. We then outline the key dimensions of dialogic CP, and propose a conceptual framework grounded in the line ma...
16 CitationsSource
This paper considers the role of HR in ethics and social responsibility and questions why, despite an acceptance of a role in ethical stewardship, the HR profession appears to be reluctant to embrace its responsibilities in this area. The study explores how HR professionals see their role in relation to ethical stewardship of the organisation, and the factors that inhibit its execution. A survey of 113 UK-based HR professionals, working in both domestic and multinational corporations, was conduc...
23 CitationsSource
#1Christian Scholz (Saarland University)H-Index: 6
#2Stefanie Müller (Saarland University)H-Index: 1
Media management is a central element of Human Resource Management (HRM) with increasing relevance. On one side, it is obvious that most HR activities have connections to media. More and more HRM activities need a communication strategy for internal and external audiences. There are many typical questions in this context: how can companies transport their employer brands? How can companies find a global language policy? Why is a company the employer of choice? How can the Employee Value Proposit...
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