Innovative teams at work

Article Abstract:

Human resource (HR) professionals should place a high priority on the issue of teamwork innovation in the 1990s. Given the increasing pace of organizational change, encouraging teamwork innovation may be an important factor in business success and an area in which HR can have a basic strategic impact. The common factors present in private and public sector teamwork innovation include vision, participative safety, and a climate for excellence. Vision is a shared idea of a valuable team outcome. Less resistance to change and the likelihood of innovation is directly proportional to the levels of participative safety. Team discussion of standards of work, methods for achieving goals, and reviews of performance levels are indicative of a climate for excellence. A climate for excellence results in new ideas that are reviewed and challenged in a constructive manner.

Analysis, Business, Innovations, Work groups, Teamwork (Workplace), Group work in research, Group research

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Good and bad practices in graduate development

Article Abstract:

Research conducted by Sheffield University and British Petroleum (BP) which involved interviewing about 100 women and men recruited from graduate programs to work for BP, reveals some of the shortcomings with BP's graduate recruitment program. The data can be utilized by other firms which have invested in graduate development. Research findings suggest that, in the area of recruitment, there were inconsistencies in the outcomes, criteria, and methods used for selection. Findings also suggest that new recruits often had difficulty adjusting to work environments and that expectations created by the recruitment process did not leave hirees prepared to handle job difficulties. Additionally, findings suggest that there were broad variations in the policies and practices associated with career development.

Research, British Petroleum Company PLC, Employee recruitment, Career development, Job satisfaction, Sheffield, University of

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Coping with the job that no one did before

Article Abstract:

Anational sample of 2,304 British managers indicated that approximately 30 percent of these managers are performing in newly created job positions, and of those managers who had been recently promoted, 52 percent were advanced into positions that had been created specifically for them. Techniques available to personnel managers to help these managers in their new positions are discussed, from the perspectives of advising and counseling managers in new positions and evaluating performance in positions that have not been previously held. Four case studies are used to illustrate the effectiveness of the techniques, and the unique problems faced by managers performing duties that no one else has ever been responsible for.

Methods, Human resource management, Management, Training, Organizational change, Employee counseling, Great Britain

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