Investors in People and the standardization of professional knowledge in personnel management
By: BELL, Emma
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Contributor(s): TAYLOR, Scott | THORPE, Richard.
Material type: 
ArticlePublisher: 2001Subject(s): Gestão de Mudanças | Investors in People | Gestão de Pessoas | Profissionalização | Training and Enterprise CouncilsManagement Learning 32, 2, p. 201-219Abstract: Professionalization, for personnel specialists, is accomplished through their organizational activities, and their ability to socialize others into particular ways of operating. The national people management standard, Investors in people (hereafter `IiP`),has been promoted as career vehicle for the personnel manager. From interviews with prfessional IiP advocates in a range of reserach case study organization, this article illustrates some of the ways in wich IiP implementation becomes a negotiated process, prone to the career interests of the managers concerned, and shped by political-organizational contexts. The analysis indicates that IiP represents a condified body of knowledge wichi legitimates the perosnnel function and helps to make it recognizzble to the rest of the organization. The role of the Training and Enterprise Councils (hereafter TECs), as local regulators of the IiP standard forms part of the broader socio-political context within which organizational recognition is achieved, and as themain external point of contact for the IiP advocate. This leads to the conclusion that th origins of standards of best practice, on which IiP is based, are themselves influenced by a broader socio-political process
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
Professionalization, for personnel specialists, is accomplished through their organizational activities, and their ability to socialize others into particular ways of operating. The national people management standard, Investors in people (hereafter `IiP`),has been promoted as career vehicle for the personnel manager. From interviews with prfessional IiP advocates in a range of reserach case study organization, this article illustrates some of the ways in wich IiP implementation becomes a negotiated process, prone to the career interests of the managers concerned, and shped by political-organizational contexts. The analysis indicates that IiP represents a condified body of knowledge wichi legitimates the perosnnel function and helps to make it recognizzble to the rest of the organization. The role of the Training and Enterprise Councils (hereafter TECs), as local regulators of the IiP standard forms part of the broader socio-political context within which organizational recognition is achieved, and as themain external point of contact for the IiP advocate. This leads to the conclusion that th origins of standards of best practice, on which IiP is based, are themselves influenced by a broader socio-political process
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