Abstract
| Original language | English |
|---|---|
| Pages (from-to) | 276-287 |
| Number of pages | 12 |
| Journal | International Journal of Training and Development |
| Volume | 2 |
| Issue number | 4 |
| DOIs | |
| Publication status | Published - Dec 1998 |
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Keywords
- workplace
- learning environment
- line manager
- performance management systems
- employee development
- people management expertise
- workplace development
- subordinates
- effective employee development
Cite this
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Management development within the construction industry : building on success? / Shipton, Helen; Shackleton, Viv.
In: International Journal of Training and Development, Vol. 2, No. 4, 12.1998, p. 276-287.Research output: Contribution to journal › Article
TY - JOUR
T1 - Management development within the construction industry
T2 - building on success?
AU - Shipton, Helen
AU - Shackleton, Viv
PY - 1998/12
Y1 - 1998/12
N2 - This article explores the notion that the workplace is a learning environment, and that the line manager is a key player determining its effectiveness. The work discusses how performance management systems may be used to clarify expectations made of line managers with regard to employee development. The work, in addition, suggests that line manager people management expertise may be a factor inhibiting workplace development for subordinates, and makes a number of suggestions about how to prepare the line manager for effective employee development. Key issues are illustrated by reference to a case study example. The case demonstrates that a high profile management development programme within a major international organisation failed to meet all objectives because of the unwillingness of the line management team to participate in the development of subordinates back in the workplace.
AB - This article explores the notion that the workplace is a learning environment, and that the line manager is a key player determining its effectiveness. The work discusses how performance management systems may be used to clarify expectations made of line managers with regard to employee development. The work, in addition, suggests that line manager people management expertise may be a factor inhibiting workplace development for subordinates, and makes a number of suggestions about how to prepare the line manager for effective employee development. Key issues are illustrated by reference to a case study example. The case demonstrates that a high profile management development programme within a major international organisation failed to meet all objectives because of the unwillingness of the line management team to participate in the development of subordinates back in the workplace.
KW - workplace
KW - learning environment
KW - line manager
KW - performance management systems
KW - employee development
KW - people management expertise
KW - workplace development
KW - subordinates
KW - effective employee development
UR - http://onlinelibrary.wiley.com/doi/10.1111/1468-2419.00054/abstract
U2 - 10.1111/1468-2419.00054
DO - 10.1111/1468-2419.00054
M3 - Article
VL - 2
SP - 276
EP - 287
JO - International Journal of Training and Development
JF - International Journal of Training and Development
SN - 1360-3736
IS - 4
ER -