Documents Ramirez, Matias 4 results

"Management development (MD) is widely regarded as a key element in a strategic approach to human resource management, yet there is still little empirical evidence that it actually contributes significantly to superior firm performance. In a study of 179 European firms across six countries, organization size explained some variance in productivity. However, the degree of variance explained is considerably enhanced when variables are introduced which capture the way MD is conceived and implemented. Specifically, line manager perceptions of the importance given to MD distinguish high- from low-performing companies when measured against an objective measure of firm productivity derived from a financial database."

"This paper uses recent survey data to undertake a comparative analysis of management development across six Western European countries. Unlike most studies that compare management development practices, we rely on an institutional labour market perspective to compare managerial skills development and training. We suggest that, while there are few differences in terms of the priority firms from different countries give to developing managers, the methods that are used and skill profiles can differ considerably. Furthermore, institutional change may also challenge some conventional views of how managers are being developed. We conclude by distinguishing four country systems that reflect a series of common characteristic strengths and weaknesses of national managerial training systems."

"The pattern of adoption of high-performance work practices has been explained in terms of strategic contingency and in terms of union presence. We compare the post-deregulation/privatization changes in work practice at AT&T, Bell Atlantic and British Telecom. On the basis of these cases, we argue that the choice of new work practices should be understood as a consequence not only of the company's resources or changes in its environment, nor of a simple union presence, but also as a consequence of the practices' effects on union power, the nature of the union's engagement, and the union's strategic choices."