Change agenda CIPD（改变议程CIPD）.pdf

Change agenda Learning and the line The role of line managers in training, learning and development This Change Agenda was written by Sue Hutchinson, Senior Lecturer in HR Management, Bristol Business School, University of the West of England, and John Purcell, Strategic Academic Adviser, ACAS, and Research Professor, Industrial Relations Research Unit, Warwick Business School. At the time of the research both authors were members of the Work and Employment Research Centre at the School of Management, University of Bath. Learning and the line  Introduction This Change Agenda is the second of three reports All are large organisations, and so some of the derived from research being undertaken in six conclusions of the study, but not all, cannot be taken organisations on the role of line managers in aspects to apply equally to small firms. What is common, of people management. In our first report, Rewarding however, is that line managers do play a vital role Work: The vital role of line managers (Purcell and in encouraging, facilitating, initiating, and even Hutchinson 2007b), we focused on line managers and inhibiting, the learning and development of their staff. reward. Here we look at managers’ roles in influencing activities concerned with the training, learning and development of their staff, and themselves. Research was undertaken in six organisations (see Appendix 1 for details) through interviews with members of the HR/personnel team and with line managers at various levels of seniority. Additional material was collected from their literature, company documentation and websites. The organisations chosen for research come from a wide range of sectors across the economy. Two are in the public sector: Wiltshire County Council, and Defence Logistics Organisation/Defence P