Challenging Leadership Leadership and the Performing School Leadership in Educational Studies Research and Researching Theory and Theorizing Preparing and Preparation Headteachers and Principals Teachers in the Middle Teachers and Students Teachers as Professionals

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Leaders and leadership in education

Coaching has received considerable attention in recent years as the responsibility for employees' learning and development has been increasingly devolved to line managers. Yet there exists little published empirical research that measures specific coaching behaviors of line managers or examines the linkages between line managers' coaching behavior and employee performance. This survey study integrates the perceptions of supervisors and their respective employees to examine supervisory coaching behavior in an industrial context and to assess its association with employee job satisfaction and performance. Findings suggest that supervisory coaching behavior is positively associated with employees' job satisfaction and performance. Implications for research and practice are presented.

Supervisory Coaching Behavior, Employee Satisfaction, and Warehouse Employee Performance: A Dyadic Perspective in the Distribution Industry.

"Strategic Human Resource Management" provides practical guidance on putting complex HR strategies into practice. Presenting HRM strategies that have been formulated and developed by practitioners, academics and consultants, it demonstrates how these can be implemented in a real-world context and in-line with business objectives, in order to effect positive and productive change. Substantially updated, this edition includes new material which reflects important developments in HR strategies linked with those issues which affect HRM on a day to day basis including: Human capital management, corporate social responsibility, organization development, engagement and talent management. A new feature, the Strategic HR Toolkit, provides guidance on developing HR strategy through a strategic review.

Strategic human resource management : a guide to action

A comprehensive model of intrapersonal empowerment in the workplace posits that empowerment mediates the relationship between the social structural context and behavioral outcomes. The social structural context is operationalized as perceptions of role ambiguity, sociopolitical support, access to strategic information and resources, and work unit culture, whereas behavioral outcomes are operationalized as innovativeness and effectiveness. The model is examined on a sample of 324 middle managers from different units of a Fortune 50 organization. Survey data are examined using a series of regression analyses to assess the mediating effect of intrapersonal. Results suggest that intrapersonal empowerment mediates the relationship between some elements of workplace social structure and innovativeness, but not effectiveness. Although not a mediating mechanism for effectiveness, intrapersonal empowerment is nonetheless directly related to effectiveness (as assessed by the respondent's subordinates). Implications of the results are discussed as are study limitations and directions for future research.

An empirical test of a comprehensive model of intrapersonal empowerment in the workplace

The relevance of the concept of culture to school effectiveness and school improvement is explored. Two typologies are developed. The first proposes four ‘ideal type’ school cultures, based on two underlying domains; the second, a more elaborate and dynamic model, proposes two ‘ideal type’ school cultures, based on five underlying structures. Each is discussed for its heuristic, conceptual, methodological and explanatory potential in research in the fields of school effectiveness and school improvement. In distinguishing collegial cultures from collaborative styles, the article advances recent writing on collaboration. From the theory hypotheses about the relationship between school culture and school effectiveness and improvement can be derived as well as techniques to test such hypotheses.

School Culture, School Effectiveness and School Improvement

Letting go or holding on ‐ the devolution of operational personnel activities

Part 1 The nature of personnel management: the philosophy of personnel management the personnel role in the organization personnel policy and strategy human resource planning. Part 2 Personnel management and organization: human resource planning in practice organization structure organizations and culture authority, leadership and management organizational communications interpersonal communication procedures for administrative action and mutual control computers in personnel work consultancy and consultants. Part 3 Employee resourcing: labour markers forms of employment and the contract of employment job analysis recruitment strategy and employment documentation selection methods employment interviewing and decision-making health, safety and welfare equalizing employment opportunity termination of the employment contract. Part 4 Training and development: the training framework work design and motivation learning principles and training skills management development performance assessment and the appraisal interview. Part 5 Employee relations: trade union recognition and employee participation negotiating agreement grievance and discipline preparing for tribunal. Part 6 Pay: payment administration: job evaluation pensions and sick pay incentives, performance pay and fringe benefits.

Personnel Management: A New Approach

The academic and professional careers of many thousands of HRM students and managers have been underpinned by their reading of Torrington et al’s long-standing, comprehensive and market leading text Human Resource Management.

Now, this same author team has developed a brand new concise text, Fundamentals of HRM, aimed primarily at students who are studying for general business and management degrees, or who are studying HRM as part of a combined honours degree with another discipline in arts, languages, humanities or sciences.

Adopting the same accessible and practical perspective on the discipline, the book focuses on the core responsibilities of people management which every manager will have to undertake and understand. A section on skills such as interviewing, coaching and performance appraisal supports this practical approach.

Fundamentals of Human Resource Management: Managing People at Work

INTRODUCTION. The Nature of Personnel Management. Organizational Strategy. Human Resource Strategy. ORGANIZATION. Strategic Aspects of Organization. Planning, Jobs and People. Structure and Culture. Communication and Systems. Information. Interactive Skill: Presentation. RESOURCING. Strategic Aspects of Resourcing. Contracts of Employment, Contractors and Consultants. Recruitment. Selection, Methods and Decisions. Ending the Contract. Interactive Skill, Selection Interviewing. PERFORMANCE. Strategic Aspects of Performance. Organizational Performance. Performance Management and Individual Performance. Team Performance. Managing Diversity. Interactive Skill, Performance Appraisal. DEVELOPMENT. Strategic Aspects of Development. Competence, Competencies and NVQ's. Management Development. Career Development. Interactive Skill, Teaching. INVOLVEMENT. Strategic Aspects of Involvement. Recognition and Consultation. Health, Safety and Welfare. Grievance and Discipline. Interactive Skill, Grievance and Discipline. Strategic Aspects of Payment. Job Evaluation. Incentives and Fringe Benefits. Pensions and Sick Pay. Interactive Skill, Negotiation. FINALE. The International Dimension Personnel Management and the Future.

Derek Torrington

Papers

Letting go or holding on ‐ the devolution of operational personnel activities

Personnel Management: A New Approach

Fundamentals of Human Resource Management: Managing People at Work

Personnel Management: Hrm in Action

The Reality of School Management