Table of contents
The Tutor‐Learner Interaction in Management Development: Part III: The Facilitation of Learning via Input/Lecture
Don Binsted, Robin SnellThis is the third part of a five‐part series, based on research done on live sessions in which management teachers and trainers were interacting with groups of learners.
Attribution Process of the Organisation Development Consultant: Correct Practice or Manipulation?
John W. DicksonThe degree of direction expected from a consultant is a concern for client and consultant. Indeed, clients often put consultants into an expert role and subsequently determine…
Candidate Personality and Performance in Selection Interviews
A. KeenanMost managers who are involved in selection would probably accept the intuitively appealing suggestion that the personality of the candidate has an influence on the outcome of a…
Skill Shortages in a Local Labour Market—the Coventry Case
A.T. Mallier, M.J. RosserWhile unemployment is reaching new post‐war record levels, concern is being expressed about apparent skill shortages in established occupations in many local labour market areas…
Working Extra Hours: Worker Involvement in the Modern Era
Rachel Kats, Albert I. GoldbergThe profiles of multiple jobholders and overtime workers are contrasted with those of employees working standard hours at one job. The latter hold one job either because they lack…
Industrial Relations Climate and Company Effectiveness
Ali Dastmalchian, Paul Blyton, Mohamed Reza AbdolahyanAn empirical study is reported which examines the relationships between industrial relations climate and variables reflecting the state of the firm's performance, industrial…
ISSN:
0048-3486Online date, start – end:
1971Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditors:
- Professor Eddy Ng
- Professor Pauline Stanton