A formula for success? Training, rewards and commitment in a chemicals plant

Article Abstract:

A 6-week study of a chemicals company in West Yorkshire, UK, shows that the assumption that training workers on the shop floor can result in better motivated employees and increased efficiency is treated too simplistically. Relationships on the shop floor keep changing, and performance needs to be seem in this light. Workers need to feel they have some power and that their efforts are appreciated. At the chemicals company concerned there was low morale among craft workers whose role changed as a result of changes in working practices.

Management, Economic aspects, Beliefs, opinions and attitudes, Employee training, Employee morale

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Co-operative Bank invests in ethical employees

Article Abstract:

UK's Co-operative Bank introduced an investment ethics policy for all employees in 1992 and stimulated a turnaround in the bank's performance. A training program was used to make line managers aware of the bank's mission statement, culture, history, and values. Training and advertising emphasized the integrity of the Co-operative Bank brand. The mission statement and the subsequent ethics policy were intended to remind employees of the bank's heritage while renewing its sense of future direction.

United Kingdom, Banking industry, Analysis, Human resource management, Ethical aspects, Business ethics, Bank employees, Co-Operative Bank PLC

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