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Human resource strategic management in NPOs An explorative study on managers' psychosocial training

Human resource strategic management in NPOs An explorative study on managers' psychosocial training Purpose – This explorative research aims at examining the social representation of psychosocial training in NPOs managers . Design/methodology/approach – An adopted multiple research approach was adopted to analyse a corpus of qualitative data. A detailed semi‐structured interview was administered to 122 senior managers of as many Italian NPOs. Interviews were analyzed using different techniques of content analysis and, run through the software T‐Lab (analysis of word occurrence and co‐word mapping, analysis of Markovian sequences). Findings – Italian NPOs' organizational culture seem to be action‐oriented and self‐referral, rather than knowledge‐oriented. Training is not considered as a tool for strategic management of HR. Senior managers are mainly self‐taught, trained on‐the‐job and, lack of a proper competence on HR management. Research limitations/implications – The group reached is a convenience sample and not a statistical representative sample. Practical implications – The paper suggests that intellectual capital can be an effective tool to address Italian NPOs self‐referential knowledge and overcome their gaps in strategic management of human resources. Originality/value – NPOs' senior manager training has rarely been addressed; in addition, the adopted methodology mixes different techniques of analysis. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Workplace Learning Emerald Publishing

Human resource strategic management in NPOs An explorative study on managers' psychosocial training

Journal of Workplace Learning , Volume 22 (8): 14 – Oct 26, 2010

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References (38)

Publisher
Emerald Publishing
Copyright
Copyright © 2010 Emerald Group Publishing Limited. All rights reserved.
ISSN
1366-5626
DOI
10.1108/13665621011082873
Publisher site
See Article on Publisher Site

Abstract

Purpose – This explorative research aims at examining the social representation of psychosocial training in NPOs managers . Design/methodology/approach – An adopted multiple research approach was adopted to analyse a corpus of qualitative data. A detailed semi‐structured interview was administered to 122 senior managers of as many Italian NPOs. Interviews were analyzed using different techniques of content analysis and, run through the software T‐Lab (analysis of word occurrence and co‐word mapping, analysis of Markovian sequences). Findings – Italian NPOs' organizational culture seem to be action‐oriented and self‐referral, rather than knowledge‐oriented. Training is not considered as a tool for strategic management of HR. Senior managers are mainly self‐taught, trained on‐the‐job and, lack of a proper competence on HR management. Research limitations/implications – The group reached is a convenience sample and not a statistical representative sample. Practical implications – The paper suggests that intellectual capital can be an effective tool to address Italian NPOs self‐referential knowledge and overcome their gaps in strategic management of human resources. Originality/value – NPOs' senior manager training has rarely been addressed; in addition, the adopted methodology mixes different techniques of analysis.

Journal

Journal of Workplace LearningEmerald Publishing

Published: Oct 26, 2010

Keywords: Non‐profit organizations; Senior management; Training; Strategic management; Human resource management; Italy

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