ANNETTEI F KERR IS A PROJECT MANA(GER FOR the Glasgow Development Agency, a local eniterprise company in Scotland, and Marilyn McDougall is Director of the Fortum for Inniovation and Enterprise anid Principal Lecturer in Hluman Resoturces Management at Glasgow Caledonian Urnivesity, Scotland. This paper highlights the view that human resource development (HRD) involves a numbei of characteristics which arguably shotuld be of interest to SMEs. Yet HRD in SMFs is tinder-recognised in the literature to date and little practised by companies. Fhe paper recognises that managenment issues in this sector aic often diffei-ent fh-orn l thiose in larger companies. It contbihutes to the HRD debate in the atrena of SMEs through explorinlg ownei- miianageis' views oIn the motivation-s and(coniditions wshich prevail when HRD exists in small companies. New resear ch- is pi-esented which involves a research design incorporating both breadth and depth. B3readth is achieved by includinig seven companiies in different sectoi s which practice an HRD approach. Withiii tlhese, senmi-str uctured interviews were conc-luctecd with owner-managers, iivestigating their views on: their miiotivatioin for adopting the ideas ot HRI): links between HRD and bmisillesS stI ategy; hlenefitts ox IHRD cv( aai1tiil isstues; anld bharrieis tmo It al i iit A II(t tmainin-g in ST\IFs, ot 1s1o'i ti pie-senltecl oni tt immliplicanimms tin p(o)ti(-\- makers and goveirmnment agcel S Wx lcii nay wish to peisuiadle (compall)liciS tIo d(101 this type of appiroac h .and fi( indivilutiia Companies wsher ufhc adoptioin o IIRD) niav be) a niilattei It lrthec F Ci O t-it im 1 O
Analyses the notion and value of managing diversity to establish its current theoretical positioning and potential organisational significance. Focuses on a recent case study examination of equality at work in a major, national public sector organisation. Affords an insight into an organisational shift towards managing diversity, through the lens of key organisational stakeholders. Within this case, proposes three emergent practical implications of managing diversity which may have resonance for other public sector organisations.
Interest in managing diversity has grown in recent years. From origins in the USA, and initial interest in the idea and ideals of managing diversity, the focus of current attention in managing diversity tends to be on its organisational implications and benefits. This article discusses the concept of managing diversity in relation to service quality, a critical goal and priority for all hospitality organisations. It examines the practicalities and potential of managing diversity. Reference is made to case study analyses of UK hotel chains which indicates that, in this sector, approaches to managing diversity are reasonably well developed and are closely linked to enhanced service quality.
This article recognises that individual learning plays a key role in organisational learning. It identifies that there has been little empirical research to date exploring the interaction between individual and organisational learning. New research is presented from a company engaged in organisational learning, by a case study investigation utilising qualitative and quantitative research methods. The article explores key issues in training and development related to the interaction of individual and organisational learning, and concludes that individual learning is related to organisational learning through a range of factors including positive learning climate, active informal learning by individuals, and effective communication of skills and knowledge.
Explores the implications for gender equality of a decentralized organizational structure in which the key element is devolved responsibility to line managers. Asks whether this is an opportunity to integrate the importance of equality and the valuing of gender differences into organizational cultures or does it represent perfect conditions for opting out of addressing gender issues at work. A public sector organization is used as a case study and proposes a model for devolvement of gender management and suggests strategies ‐ training communication, review of processes.
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