John P. Wilson

Performance appraisal: an obstacle to training and development?

Describes research conducted into some of the potential inhibitors which can reduce the effectiveness of a hospital performance appraisal system in relation to training and development plans. Takes as its perspective the views of the appraisees which counter the more usual overview provided by managers and other commentators. Relates these findings to literature on the subject and concludes that in spite of its limitations the performance appraisal process is likely to remain. Finally, makes a number of recommendations to improve the process and make it more supportive of training and development interventions.

Reflecting‐on‐the‐future: a chronological consideration of reflective practice

This paper involves an investigation into the chronological dimensions of reflection and in particular considers the perspective of reflecting‐on‐the‐future. It is argued that Schöns reflection‐on‐action and reflection‐in‐action do not fully consider the important temporal dimension of the future. An exploration of the published literature would appear to show that there is only limited consideration of the future. This paper presents a number of reasons why reflection‐on‐the‐future has received little attention and argues that it should be given more prominence. In particular it argues that the development of reflective practice in the professions will be constrained by a failure to explicitly consider the future. This article seeks to expand the concept of reflective practice and raise the profile of reflection‐before‐action or reflecting‐on‐the‐future.

Outdoor Management Development – Reality or Illusion?

Critically examines the basis on which outdoor management development (OMD) is founded. Much of the available literature on the subject is anecdotal and serves only to perpetuate an illusion of management development through activities such as climbing and canoeing in beautiful scenery. Identifies six criteria which represent the necessary constituents of OMD; these are not exclusive to OMD and may be found in other forms of management development, thus refuting the illusion that OMD offers something unique. The criteria provide a template for managers to evaluate the suitability and quality of OMD programmes and thereby enable them to make a cost‐effective choice from the wide range of courses available.

Mapping the Context and Practice of Training, Development and HRD in European Call Centres.

Purpose – Utilising data from 18 in‐depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to argue that the complexity and diversity of training, development and HRD practices is best understood by studying the multilayered contexts within which call centres operate. Call centres operate as open systems and training, development and HRD practices are influenced by environmental, strategic, organisational and temporal conditions.Design/methodology/approach – The study utilised a range of research methods, including in‐depth interviews with multiple stakeholders, documentary analysis and observation. The study was conducted over a two‐year period.Findings – The results indicate that normative models of HRD are not particularly valuable and that training, development and HRD in call centres is emergent and highly complex.Originality/value – This study represents one of the first studies to investigate training an...

Performance Appraisal: An Obstacle to Training and Development?.

Describes research conducted into some of the potential inhibitors which can reduce the effectiveness of a hospital performance appraisal system in relation to training and development plans. Takes as its perspective the views of the appraisees which counter the more usual overview provided by managers and other commentators. Relates these findings to literature on the subject and concludes that in spite of its limitations the performance appraisal process is likely to remain. Finally, makes a number of recommendations to improve the process and make it more supportive of training and development interventions.

Different roles, different perspectives: perceptions about the purpose of training needs analysis

Purpose – This paper aims to investigate the experiences of managers who underwent a training needs analysis (TNA) within a large bus transport company. It compares their perceptions of the TNA process with two external groups of training managers and training consultants. Recommendations are made to address and reconcile the differing interpretations and misunderstandings which occur between the different groups about TNA.Design/methodology/approach – The approach uses qualitative grounded theory to identify the main perspectives about the purpose of training needs analysis.Findings – The findings are that business needs are the main focus of the TNA. The various actors in the TNA process should be aware of their part in the process. Line managers should receive instruction in TNA.Originality/value – The article addresses the similarities and differences which are found among training managers, training consultants, and managers who were recipients of training needs analysis.

Implementing personal development plans: a model for trainers, managers and supervisors

Proposes that the emphasis for personal development is with the new and existing managers through the use of management development. Notes, however, that there is also a need to identify those who have management potential who are at a lower level. States that companies which ignore this fact are in danger of creating gaps in their management structure. Examines a major building society′s personal development plan which increases performance, developing career planning. Concludes that the benefits have far outweighed the expectations of the building society.

Learning in the panic zone: strategies for managing learner anxiety

– This study aims to highlight the value of stressful and challenging environments as a strategy to enhance learning and to provide an inventory of strategies for use in cases where participants experience anxiety‐related blockages to learning., – This article adopted a qualitative research strategy which consisted of a literature review which was then triangulated with a survey and practitioner interviews., – This paper describes the behaviour of anxious learners when faced with a stressful learning environment. It then reviews suggestions from the literature which indicate theoretical solutions to debilitating anxiety and, finally, reports on the techniques that trainers actually use when helping delegates to overcome anxiety‐related blockages to learning. The Yerkes‐Dodson law, and not Rohnke, would appear to be the foundation for the various “comfort‐stretch‐panic” models. Moderate levels of stress would appear to encourage and stimulate learning., – The findings are presented as an initial investigation only, and further work would be required to indicate if the experiences of this small sample are representative of the wider population of training and development practitioners. Further work is being undertaken to categorise approaches to resolving debilitating learner anxiety and to develop a simple practitioner‐oriented model which may assist trainers who face this issue., – Anxiety is idiosyncratic and therefore it is difficult to design programmes which provide optimum development opportunities for all delegates. The article provides practical guidelines for trainers who wish to make use of challenging activities but who, as a result, need occasional recourse to strategies to alleviate any temporary debilitating state anxiety that delegates might experience., – This paper investigates the role of anxiety on learning and makes the case for the inclusion of carefully‐managed challenging learning environments in contrast to the majority of articles which advocate supportive learning environments.

Maintaining the energy for commitment to quality

Seeks to examine the important role commitment plays in implementing TQM and the interrelationship between that commitment and the role of training. In particular, considers the necessity of maintaining the energy and drive for quality within the system. Develops a model which is analogous to the energy within a chemical process. The existing status quo is altered through the influence of commitment to training, communications, systems, and teams. These affect the organizational culture which then reinforces further changes and developments.

PERFORMANCE APPRAISAL FOR NON‐MANAGEMENT STAFF: SUCCESSFULLY DEVELOPING AND IMPLEMENTING A SYSTEM

Details the successful performance appraisal system implemented at Nuffield Hospitals for non‐management staff. Discusses the way that the three main barriers to successful appraisal have been overcome. The six basic principles of the Nuffield approach are described. The importance of the attitude survey and interviews is emphasised, which is reflected in the training given to managers and supervisors.