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Purpose – In the first of two articles, describes the unusual HR practices that have brought success to UK computer‐training company Happy Computers. Design/methodology/approach – Explains how the company has a no‐blame culture, trusting its people and giving them genuine freedom to do things the way they think is best, while providing a clear framework in which to operate. Findings – Highlights the importance of experimentation to learning and innovation, and of giving people the information they need to take responsibility. Practical implications – Outlines a refreshing approach to human‐resource management that many larger companies could learn from. Originality/value – Advances the view that a degree is rarely a key requirement in any job outside of universities.
Human Resource Management International Digest – Emerald Publishing
Published: Jul 18, 2008
Keywords: Empowerment; Employee attitudes; Leadership; Recruitment; Degrees; Innovation
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