• Leadership development for managers in turbulent times

      Hall, Roger D.; Rowland, Caroline A.; Hall Consultancy; University of Chester (Emerald, 2016-09-12)
      Purpose In a turbulent economic climate, characterised by pressures to improve productivity and reduce costs, leadership and performance management have a more central role in helping to ensure competitive advantage. This paper explores current demands on leaders; and endeavours to explore linkages between management education and agile leadership Design/methodology/approach Taking a grounded theory approach, this paper uses the concepts of volatility, uncertainty, complexity and ambiguity (VUCA) to investigate the impact on desired attributes of leaders and the extent to which this is underpinned by current management education programmes. It draws on the VUCA model of agile management to examine current practices and experiences and considers future trends. Empirical research includes case studies and analysis of management syllabuses. Findings Syllabuses do not reflect the attributes that organizations expect leaders to possess and are content driven rather than process focussed. VUCA is not yet mainstream in academic thinking. Practical implications There is a disparity between the output of Business Schools and the expectations of organizations. This may affect productivity. It is suggested that the use of live consultancies may provide a more beneficial management development experience. Originality/value This research opens an international debate that seeks to assess the relevance of current management education to the needs of organizations for agile, high performing leaders
    • Management Learning, Performance and Reward; Theory and Practice Revisited

      Rowland, Caroline A.; Hall, Roger D.; University of Chester (Emerald Publishing, 2014-11)
      Purpose: This paper explores the extent to which organizational learning is recognised through performance management systems as contributing to organizational effectiveness and competitive advantage. Methodology: It reviews several pieces of research, employing a wide range of methods, including: content analysis of managers’ reflections; questionnaires completed by managers and mentors; a large scale survey involving ethnography, interviews and questionnaires and; analysis of documents from professional bodies and management delivery centres. Findings: Genuine integration of individual and organizational goals or transfer of learning from the individual to the organization is not evident. Few qualitative measures of organizational performance are employed. The impact of metrics such as IiP or EFQM on organizational effectiveness is nor discernible. Management Learning and Development is rarely measured even when it is encouraged by the organization. There is a clear divide between research, teaching and learning and, workplace practice. Performance management systems create perceptions of unreliability and inequity. Research implications: Espousing the value of learning and learning to learn, measuring them accurately and rewarding them with meaningful changes to working life can only improve organizational effectiveness. Research into the few organizations that have successfully embraced triple loop learning in their development of managers may offer a template for transformational learning to sustain competitive advantage. Originality: Management Development processes have been successful in developing individuals but less successful in achieving organizational development. This paper offers new insights into that gap and the omissions in the metrics by which performance is measured. Keywords: management learning, performance, reward, triple loop Article Classification: Viewpoint
    • Perceived unfairness in appraisal: Engagement and sustainable organizational performance

      Rowland, Caroline A.; Hall, Roger D.; University of Chester; Hall Consultancy, Manchester (EuroMed Journal of Business, 2013-09-13)
      Purpose – The purpose of this paper is to explore the contribution of appraisal systems to sustainable organizational effectiveness. It argues that competitive advantage is increasingly reliant on discretionary effort. As the emphasis of appraisal has shifted from a developmental to a performance focus, perceived unfairness in both procedures and outcomes threatens to undermine commitment and, therefore, sustainable performance. Design/methodology/approach – Drawing on a range of theoretical frameworks, current practices and experiences are examined and future trends considered. Empirical research includes a ten-year study of practising managers and ethnography, questionnaires and interviews in two large organizations. Findings – Appraisal frequently creates actual and perceived injustice in terms of both procedures and rewards. It also generates tensions between managing performance and encouraging engagement. Research limitations/implications – This study indicates that further research in other sectors will contribute to the development of greater understanding of sustainable strategic approaches to HRM. Practical implications – Emphasis on performance in appraisal devalues developmental aspects and sometimes affects employee well-being. Separation of the two through mentorship schemes may help to address the paradox, whereby the performance management element of appraisal undermines rather than enhances organizational effectiveness. Originality/value – The conventional wisdom of the appraisal culture is challenged. We argue it is essential to expand the discourse between performance, justice and ethical value systems if sustainable competitive advantage and well-being are to be achieved.
    • Teaching managers: Learning, research and workplace practice

      Rowland, Caroline A.; Hall, Roger D.; University of Chester ; Hall Consultancy (Emerald, 2010-09-21)
      This article explores the way in which professional management programmes are informed by research and workplace practice. The focus is on the areas of motivation, appraisal and the management of change. A longitudinal study using a mixed methods approach was used. Middle and senior managers engaged on professional management programmes were surveyed on workplace practice. Literature reviewed included syllabus guidelines from professional bodies and selected core textbooks. A content analysis revealed that there was a lack of congruence between what is taught to managers and workplace practice. However, research was found to have an impact on teaching and indirectly it influenced individual beliefs if not organisational practice. Conclusions indicate that professional management programmes are still failing to bridge the gap between syllabus content current research and workplace practice. There is little to show that the needs of Business are being satisfied compared to successful models embedded in other professions.
    • Training and development: challenges of strategy and managing performance in Jordanian banking

      Rowland, Caroline A.; Hall, Roger D.; Altarawneh, Ikhlas; University of Chester; Hall Consultancy; Al-Hussein Bin Talal University (Emerald, 2017-05-02)
      Structured Abstract: Purpose: This paper explores the relationship between organisational strategy, performance management and training and development in the context of the Jordanian banking sector. Design and methodology: Models of strategic human resource management developed in the West are considered for their relevance in Jordan. A mixed methods approach is adopted employing interviews with senior managers and training and development managers, employee questionnaires and documentary analysis. It examines all banks in Jordan including foreign and Islamic banks. Findings: Findings indicate that training and development is not driven by human resource strategy and that it is reactive rather than proactive. Training and development does improve skills, knowledge, attitudes and behaviours but there is little evidence that it increases commitment and satisfaction nor that it contributes to strategic aims in any significant way. The linkages between strategy and training and development are not explicit and strategies are not interpreted through performance management systems. Consequently there is a lack of integration in organisational HR systems and the measurable contribution of training and development to competitive advantage is minimal Practical implications: The paper offers suggestions as to how greater integration between strategy, performance management and training and development might be achieved in the Jordanian context. Originality: This paper is the first detailed empirical study of training and development in Jordan to include considerations of transferability of western models to an Arab culture.