Investors in People Standard

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Investors in People Standard

The measures of good practice tend to be somewhat fluid and general rather than specific. The prescribed good practice for an employer to provide useful and relevant communication to an employee relative to the employee's work performance, as an example, does not require an employers to demonstrate that a formal performance evaluation system is in place at the company. Rather, a company is required only to show that it does communicate relevant performance information to each employee (Denny, 2002). The four principles, together with the 12 indicators of the implementation of good practices, are as follows:

Commitment [an organisation is fully committed to developing its people in order to achieve its aims and objectives]

Committed to the support of the development of its people

People are encouraged to improve their own performance and the performance of others

People perceive that the organisation recognises their contributions

The organisation is committed to ensuring equality of opportunity in the development of its people

Planning [an organisation is clear about its aims and objectives and about what people need to do to attain the aims and objectives]

The organisation has a plan with clear aims and objectives that are understood by all organisational members

The people development activities are consistent with the organisation's aims and objectives

People understand how they contribute to the attainment of the organisation's aim

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As the concept of human resources management gained acceptance in organisations, the concept itself was subjected to intensive review and development. One result was the proposition that human resource management should be subjected to the strategic planning and management process. This proposition led quickly to a second proposition that an effective human resources strategy could provide an organisation with a competitive advantage (Hill and Stewart, 2000).

Paton, R., and Foot, J. (2000). "Nonprofit's Use of Awards to Improve and Demonstrate Performance: Valuable Discipline or Burdensome Formalities"? Voluntas, 11 (December), 321-345.

Commons, P. K. (2003). "The Contribution of Inspection, Self-assessment, Investors in People and the Inclusive Learning Quality Initiative to Improving Quality in Further Education Sector Colleges: An Initial Exploration". Journal of Further & Higher Education, 27 (February), 27-46.

Atkinson, P. E. (1998). Creating Culture Change: The Key to Successful Total Quality Management. 3rd ed. San Diego, California: Pfeiffer & Company.

Bell, E., Taylor, S., and Thorpe, R. (2002b). "Organisational Differentiation through Badging: Investors in People and the Value of the Sign". Journal of Management Studies, 39 (December), 1071-1085.

Sels, L. (2002). "'More Is Not Necessarily Better': The Relationship between the Quantity and Quality of Training Efforts". International Journal of Human Resource Management, 13 (December), 1279-1298.

IIP Links to Organisational Learning and Continuous Development

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		Taylor Thorpe \| Paton Foot \| IIP Standard \| Enrick Mottley \| Links HRM \| Criticism Research \| Chang Chan \| Adam MacVicar \| People Standard \| Investors People \| investors people \| iip initiative \| human resources \| quality management \| human resource \| iso 9000 \| iip links \| lentell 2001 \| paton foot 2000 \| paton foot \| quality control \| bell taylor thorpe \| human resource management \| total quality management \| human resource development \|