Direct communication between management and employees became more common among private sector workplaces during the 1990s. This report uses data from the major Workplace Employee Relations Survey to establish why this occurred.
Nowadays most organisations understand and accept that people are the key drivers of value in their organisation. With company accounts recording the costs associated with people, not the benefits that they bring, this text explores the experiences of 10 case study organisations that are making real and deliberate efforts to understand the contributions of their employees, and how that contributes to the success of the business. This text also reviews the extensive body of literature on the subject and explores case study organisations, which include such companies as Marks & Spencer, Tesco, BT and BAE Systems. The text concludes that human capital cannot be the subject of a one-size-fits-all measurement tool, but that it is possible for organisations to measure and manage human capital using methodology designed to suit their own needs and goals.
The EC Information and Consultation directive will come into force in the UK from March 2005. Information and Consultation: From Compliance to Performance offers a series of case studies that look at preparatory thinking and arrangements that some organisations are making to meet the terms of this directive. This report will help HR and employee relations practitioners to help their organisation not only to comply with the legislation but get business value from it. The case studies illustrate the enormous range and diversity of background and experience that will influence a companies' approach to the new legislation.
This briefing outlines the findings of a research project on the impact of effective global human resource management on the success of an organisation's international operations. It draws on a survey involving 65 international organisations and case study interviews with 62 professionals from around the world. It outlines: the key drivers for international operations; the key delivery mechanisms for IHRM; and the core activities of global HRM.
Talent management is increasingly seen as a critical success factor as organisations strive for competitive advantage. But what does talent management actually mean and what's being done in organisations to manage talent? The result of a year-long study by Nottingham Business School, Nottingham Trent University, this report draws on over 100 detailed interviews across senior executives, HR directors, HR professionals, talent management specialists, line managers and individual employees in nine case study organisations. Drawing extensively on these case study illustrations the report examines how organisations are identifying, developing, deploying and retaining talent and to what extent this is part of a proactive approach to talent management.The report is structured to: provide information on the background to talent management in case study organisations; offer conclusions about strategy, stewardship and policy;
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