Human Resources and Organisations
by Cambridge University
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Description
A series of inspirational interviews and podcasts from the Judge Business School
| Name | Description | Released | Price | ||
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1 |
Human capital risk | Not since the winter of discontent in 1979 has our economic and social well-being, societally and personally, been so dependent on how effectively people, as human capital, are managed. Ineffective HRM can inhibit organisational performance, destroy value and competitiveness; Dr Jonathan Trevor explains how the current financial crisis is an example of just such a human capital crisis. | 7/2/09 | Free | View In iTunes |
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2 |
Women in business: are the days of macho management numbered? | Do men and women really have different management styles? Professor Dame Sandra Dawson talks about why she believes we need more women in the board rooms, her thoughts on why this should not be legislated for and the problem with the real and imaginary glass ceilings. | 6/16/09 | Free | View In iTunes |
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3 |
Social networks in the workplace | Professor Martin Kilduff considers how our effectiveness in our jobs is influenced by our "Social Networks". His paper "Job Design: A Social Network Perspective" is an Aladdin's Cave of good tips for managers and employees alike. Our colleagues around us and our informal groupings in the workplace play a significant role in how effectively we carry out our jobs. Professor Kilduff explains. | 6/16/09 | Free | View In iTunes |
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4 |
Let's have less pride, and more shame, in the work place | In the current climate, where business has almost become an ethics-free zone, Dr Stiles talks about his new research which looks at the negative emotion of shame and how he discovered that used properly, it can actually play a positive role in the workplace in helping both to motivate people and to encourage them to regulate their behaviour. He says, "Shame is always seen as a negative emotion. But in fact there are some positives for companies in using the mechanism of shame to help ensure that people do try and live up to the expectations we have of them." | 5/22/09 | Free | View In iTunes |
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5 |
The effects of personality on social structure | Next time you are at a social gathering, instead of chatting just to friends and colleagues, why not strike up a conversation with a complete stranger? For the effects of making contacts outside your usual circle may, according to new research by Judge Business School's Professor Martin Kilduff, be much further-reaching than you think. A diverse range of social contacts can affect not just your enjoyment of a particular social occasion but also your work performance and promotion prospects. | 4/24/09 | Free | View In iTunes |
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6 |
Building bridges: what is best practice for structuring executive remuneration? | Is it shaped by social imperatives or should it be held as an economic negotiation? Dr Jonathan Trevor discusses this contentious issue, calling for an increase in transparency and more direct dialogue and consensus between shareholders and executives on what constitutes good governance as opposed to a reliance on using intermediary bodies: "We need to bridge the gap between the interests of shareholders and the interests of the executives. One size does not fit all and it is where we have seen prescriptive 'best practice' applied without contextual sensitivity, that we've seen the systems fail, with executives being incentivised for what amounts to bad behaviour with negative outcomes for the companies involved." | 4/24/09 | Free | View In iTunes |
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7 |
A bitter pill to swallow | More and more companies are being forced to make redundancies as the downturn deepens. Whilst the outcome of downsizing is rarely seen as good, it can still be a success if the process is fair. Dr Philip Stiles gives some advice on 'soft landings' and how to make the process less traumatic for both those being made redundant and for their managers. | 4/24/09 | Free | View In iTunes |
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8 |
Why pay falls short of the promise | In the past pay was simply a necessary cost of doing business. Today pay is viewed as an inducement model; it is the carrot, not the stick. However Dr Jonathan Trevor explains that this practice of using pay as a strategic management tool has been over embellished by HR departments. The resulting imbalance between top executives pay and that of all employees is in fact counterproductive, fostering an unintended climate of negative employee relations. Dr Trevor explains why the "art" of management science needs to be re-dressed and why pay wont motivate people to work harder. | 4/24/09 | Free | View In iTunes |
| Total: 8 Episodes |
