Table of contents
The Learning Goals and Outcomes of Management Development Programmes
Roger Stuart, John BurgoyneIn our previous paper we developed a taxonomy of managerial skills and qualities; reported a modest research study giving some evidence for the validity of the taxonomy; and…
Regional Management Centres: An Interim Appraisal
John NelsonThe creation of a limited number of Regional Management Centres (RMCs) in England and Wales was an institutional innovation without precedent in British further education. It was…
Negotiating Skills Training and Industrial Relations Development
John R. KnibbsThe last 15 years have seen an upsurge of writings, research and debate in the field of industrial relations. Allan Flanders in the early 1960s, the Royal Commission on Trade…
Third‐country Managers in Multinational Corporations
Yoram Zeira, Ehud HarariThe staffing policy of most multinational corporations (MNCs) is increasingly criticized as being discriminatory and counter to multinationalization. Despite professed adherence…
Performance Appraisal: An Open or Shut Case?
James Walker, Clive Fletcher, Richard Williams, Keith TaylorOver recent years there has been a move towards more open appraisal, with the individual appraised being shown the written assessment of him, but there is little evidence to…
Industrial Democracy and Organizational Change
A.J. EcclesThere is a widespread belief that the choices before the Bullock Committee on Industrial Democracy pose a threat to managements, whilst they signal a major benefit to trade…
Executive Redundancy: The Situation in Early 1976
N.H. PageIn two previous papers, published in Personnel Review, Summer 1975 and Spring 1976, the histories of students attending courses to assist redundant executives held at the…
ISSN:
0048-3486Online date, start – end:
1971Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Professor Eddy Ng
- Professor Pauline Stanton