This study explores the factors that affect the accumulation of employee emotional capital and the subsequent returns generated in an organisation. It uses qualitative research methods based on interpretative phenomenological analysis (IPA) to collect data which enables an in-depth investigation of the lived experience of the participants. This…

This paper explores the important question "how the learning entities--individual, group or organisation--are affecting organisational performance". The answer is important for promoting learning and improving performance. This empirical study in the leading power utility in India found that there is a positive relation between…

Drawing on their experience in a Midwest healthcare system, the authors propose a model of leadership development through action learning that embraces "concentric collaboration" at its core. The present study suggests that the process of concentric collaboration can serve to strengthen the skills of the individual leader as well as…

Purpose: The purpose of this paper is to explore how a medium sized business has addressed what it has termed a "push-pull" method of management and organization development, based around an action learning approach. Design/methodology/approach: The paper sets out a methodology that other SMEs might look to replicate in their management and…

Nokia is the world leader in mobility, driving the transformation and growth of the converging Internet and communications industries. A truly global business, Nokia makes a wide range of mobile devices and provides people with experiences in music, navigation, video, television, imaging, games and business mobility through these devices. Nokia…

This article analyzes the unique set of interacting factors that make burnout likely in social services and describes a management development strategy for addressing the problem through training and through the creation of a climate for learning and growth. (JOW)

Creating competence has become a major issue in organizations. Various authors contend that competency management has the potential of integrating organizational strategy, human-resource instruments, and human-resource development; that competency development can lead to performance improvement; and that it can help Human Resource Development…

Effective organizational learning must build on individual learning. Continuous work-centered learning is a sequential process of interaction, implementation, integration, and iteration. A learning organization should aim to improve individual capacity to recognize and use learning opportunities. (SK)

Rather than a direct report on staff development programs, the speaker presents a case study of a district's experiences in organization change that were planned to improve the ways in which the school system fulfills its basic mission and goals. The change plan emphasized staff development at the administrative level as a means of decreasing the…

The Duke University (North Carolina) experience using adventure-based or wilderness learning programs for staff development is discussed, focusing on the program rationale, planning, common responses of participants and nonparticipants, and outcomes. Quotations from program assessments are included. A brief list of relevant industry resources is…

This document provides three resources in support of "Approaches for Sustaining and Building Management and Leadership Capability in VET Providers" (ED499670), which examines the existing and potential strategies for sustaining and building greater levels of management and leadership capability in training organisations. The resources…

Instructional specialists in industry are usually also managers. They are responsible for addressing the skill and knowledge requirements of their employees as well as considering the overall needs of the organization. They provide effective training and solve organizational problems. (JOW)

Presents a management training workshop/program design (based on organization development principles) which is applicable to a wide range of organizations and different organizational levels. (EM)

Stating that management training programs usually contribute little to organization results because they focus on improving personal characteristics, the authors describe a training and development strategy and training design to produce performance-improvement results. Programs using this strategy are described. (MF)

Tips to trainers for influencing management to provide employee development programs are presented, with reference to the Fluor Corporation's People Resources Planning Center which the author developed. (MF)