Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here to sign up for SAGE Journal Email Alerts today!

Sign In to gain access to subscriptions and/or personal tools.
International Review of Administrative Sciences
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Similar articles in Web of Science
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via Web of Science (2)
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Hockey, J.
Right arrow Articles by Kakabadse, N. K.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Developing a leadership cadre for the 21st century: a case study of management development in the UK’s new civil service

Julia Hockey

Centre for Management and Policy Studies (CMPS), Ascot, Berks SL5 0QE, UK

Andrew P. Kakabadse

Cranfield School of Management, Cranfield, Beds MK43 0AL, UK

Nada K. Kakabadse

Northampton Business School, University College Northampton, Northampton NN2 7AL, UK

The UK civil service has experienced considerable challenges in introducing new ways of working as well as alternative organizational designs, both for the purposes of achieving ‘best value’ during the last two decades of the last century. In addition to the strategic changes introduced, people development and training has been equally vigorously pursued in order to facilitate the reconfigurations that have been implemented. This article presents the findings of a study exploring how extensive development and training strategies are assisting managers to confront and address the challenges they face better, now and into the future. A mixed picture emerges principally highlighting the challenges of aligning human resource management (HRM) strategy with organizational strategy within a devolved organizational civil service configuration.

International Review of Administrative Sciences, Vol. 71, No. 1, 83-98 (2005)
DOI: 10.1177/0020852305051685
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?