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CI in the work place : does involving the HRM function make any difference?

By Paul Hyland, Karen L. Becker, Terry Sloan and Frances Jorgensen

Abstract

People are central to successful Continuous Improvement (CI), and in larger organisations a Human Resource Management (HRM) function is responsible for people related issues. Central to CI is learning and a culture that supports CI. Learning needs to be both individual and organisational, and must benefit the organisation's performance. The HRM function is often given the task of championing cultural change and managing aspects of training and learning, and it would appear that involvement of HRM professionals would enhance CI efforts and assist in the timely solution of issues within the CI process. This paper aims to determine the influence of involving HRM professionals in CI, and if their involvement has any impact on support and tools used in CI and the contribution of CI to business performance

Topics: 150312 Organisational Planning and Management, 150305 Human Resources Management, HRM, Human Resource Management, Continuous Innovation, Organisational Culture, Cultural Change, Business Performance, Training, Learning
Publisher: Inderscience
Year: 2008
DOI identifier: 10.1504/IJTM.2008.021048
OAI identifier: oai:eprints.qut.edu.au:15478
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