HR Devolvement and Developing innovative work behaviours through self-leadership

HR Devolvement
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Last week members received the following research briefings:

HR Devolvement

Keywords: Human resources, HRM, HR devolvement, line management, training, devolvement, decentralisation

One of the trends that is occurring in organisations around the world is the devolvement and decentralisation of HR. Coupled with trends in automation and artificial intelligence (AI), this trend strongly suggests that there will be fewer human resource management professionals in the workplace in future.

Recent studies have found that this trend is having a profound impact on HRM practices and is requiring more flexible, adaptive and agile forms of working and organisation.

 

To see this research briefing click here

 

Developing innovative work behaviours through self-leadership

Keywords: innovation, innovative work behaviours, leadership, self-leadership, self-leadership training

As the pace of change picks up, organisations across the globe are looking not only to deal with change in a positive and productive manner, but also improve performance, build competitive advantage, be innovative, profitable and sustainable. As a result, organisations and companies are constantly reaching out for methods to enable them to achieve these results, in what are often hypercompetitive and fast-moving contexts.

One of the main areas of research to assist in this is to identify the factors that predict innovative work behaviours. Unsurprisingly, innovation has been shown to result from what is known as innovative work behaviours. Innovation is more than just finding or creating new ideas and products. It includes the process of spotting and capitalising on opportunities created either by other technologies or situations, and developing innovative systems and working practices that can give an organisation or a company a competitive edge.

To see this research briefing click here

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David Wilkinson

David Wilkinson is the Editor-in-Chief of the Oxford Review. He is also acknowledged to be one of the world's leading experts in dealing with ambiguity and uncertainty and developing emotional resilience. David teaches and conducts research at a number of universities including the University of Oxford, Medical Sciences Division, Cardiff University, Oxford Brookes University School of Business and many more. He has worked with many organisations as a consultant and executive coach including Schroders, where he coaches and runs their leadership and management programmes, Royal Mail, Aimia, Hyundai, The RAF, The Pentagon, the governments of the UK, US, Saudi, Oman and the Yemen for example. In 2010 he developed the world's first and only model and programme for developing emotional resilience across entire populations and organisations which has since become known as the Fear to Flow model which is the subject of his next book. In 2012 he drove a 1973 VW across six countries in Southern Africa whilst collecting money for charity and conducting on the ground charity work including developing emotional literature in children and orphans in Africa and a number of other activities. He is the author of The Ambiguity Advanatage: What great leaders are great at, published by Palgrave Macmillian. See more: About: About David Wikipedia: David's Wikipedia Page

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