Any conversation around motivation and retention as it relates to financial rewards as incentive needs to consider a fundamental question: To what extent is the organisation interested in the evidence relating to the validity of incentives/rewards and performance? The research that exists on the relationship between performance and financial incentives reveals that, unless the employee…
‘This article first appeared in e-O&P Vol 21 No 1, Spring 2014 and is reproduced by kind permission of AMED www.amed.org.uk’. I see myself as someone who is an Organisational Development (OD) practitioner, who also has an interest in Conscious Business (CB). In conversation with peers in both spaces, my curiosity is drawn to how they…
This report presents the main lessons from a review of 15 change programmes that took place over recent years across NHS South of England (previously NHS South West, NHS South Central and NHS South East Coast).It sets out to help build understanding of what needs to happen for successful change in the NHS and how…
When the clamour for change reaches fever pitch, as it is around the NHS at present, evidence based decision-making can fall by the wayside. For example, threatening Foundation Trusts and hospitals with the loss or reduction of their indemnity cover hits all the right notes if your approach to performance management is ‘carrot and stick’. The…
The BBC has announced its new Director General in the wake of the Jimmy Savile scandal and Justice Leveson is about to publish his report into media standards. Whereas the City has been at the centre of debate over corporate ethics and accountability in recent years, now it is the media industry’s turn to be…
In 2003 Roffey Park’s Management Agenda reported that 32% of respondent organisations have internal consultancy teams, and that the majority of those who do not, believe their organisation would benefit from creating one. Whilst most work on consultancy draws upon the external consultant as an example, writers accept that there are particular issues faced by consultants operating…
A research report focusing on the different approaches for developing and retaining organisational knowledge, including the different roles and responsibilities for effective knowledge management. It features six organisational case studies – including BBC, KPMG and PPP Healthcare – which highlight practical approaches to building sharing and retaining knowledge. The report also gives some insight into…
Using a range of methods including in-depth interviews, web and postal surveys to access the experiences of real virtual managers and their teams, this report examines what makes an excellent virtual manager. The report also gives some insight into what is different about managing a virtual workforce, why virtual arrangements are increasing and the type…
Developing personal effectiveness is essential today. Increasingly we need to influence without formal authority and we cannot do this without confidence, clarity of purpose and the communication skills to fully express ourselves. Our roles as leaders or managers – in tough times, or during change – also require that we draw on who we are, as…
Report highlights Tracing the evolution of the model The impact of organisational demographics, culture and structure on success Role and development of the HR business partner Essential elements of implementation How to realise long term benefits from HR business partnering Maximising the value of HR business partnering is a timely and important piece of research.…
Many organisational change initiatives have ended in failure and disappointment. Involving employees from all levels of the organisation – to co-create a vision of the future and to manage the change process – is proving an effective remedy. This is the basis of organisational development (OD). OD is now a significant and influential field of…
