Towards a European approach to personnel management

Article Abstract:

The imminent single European market has sparked a discussion among academics and business professionals in Great Britain on whether the traditional British style of personnel management is appropriate in a single-market context, or whether a change is necessary. The alternatives to a British style that have been discussed include: human resource policies based on line management of employee skills and motivation using agents; Japanese-style management; and individual employment contracts. A movement has developed among a minority of British companies to design European-style personnel policies to meet the provisions of the European Community's Social Charter. The basic principles of a European-style personnel management model include implementing a dialogue and compromise between social partners; building multicultural organizations; and providing for continuous learning by staff.

Europe, Laws, regulations and rules, European Union, Single European market, Corporations, European

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Learning in action

Article Abstract:

The action learning philosophy of Reg Revans focuses on interaction, integration, implementation, and iteration of managerial tasks. It is useful for managers to develop significant tasks and learn from these tasks. Managers learn by personally taking effective action in a project that would involve analysis, recommendation and implementation. The process of learning is social in nature, with fellow managers learning from and with each other. Managers learn from exposure to problems and by placing focus on actual experiences rather than on case study analysis. Management development programs at Swan Hunter Shipyard and at Pilkington PLC in Great Britain are cited as examples.

Ship building and repairing, Industrial project management, Project management, Pilkington PLC, Beliefs, opinions and attitudes, Shipbuilding industry, Experiential learning, Revans, Reg, Swan Hunter Shipyard

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Retaining retail staff through 'star' treatment

Article Abstract:

Debenhams PLC uses a management process called 'Stars,' based on a model developed by John Atkinson, to address excessive labor turnover and problems in recruitment. Limitations of Atkinson's model in addressing merely the responses of an employer to labor shortages were adjusted by including preventive measures regarding the improvement of employee retention. The six-stage process used by the British company at its stores involves problem analysis, production of solutions, gaining commitment, implementation of a program of action, delegation of managerial duties, and adoption of measures for sustaining momentum.

Department stores, Prevention, Employee retention, Debenhams PLC, Employee turnover, Atkinson, John

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