Investors in People Initiative

LITERATURE REVIEW: INVESTORS IN PEOPLE STANDARD [IIP]

This literature review examines the Investors in People (IIP) initiative from several perspectives. These perspectives are as follows: (a) the IIP standard; (b) IIP links to organisational learning and continuous development; (c) IIP links to human resource development (HRD); (d) IIP links to human resource management (HRM); (e) IIP links to quality management; and (f) benefits to organisations committing to the IIP initiative.

The Investors in People (IIP) initiative is sponsored by the government of the United Kingdom (UK). The initiative seeks to improve the management of human resources through a framework of best practices implemented by organisations. The driving principle of Investors in People is that investment in the training and development of people is essential to business success, especially over the long-term (Emberson and Winters, 2000).

The IIP initiative was developed in consultation with the Confederation of British Industry (CBI) and the Trade Unions Congress (TUC). The initiative was introduced in 1990 and continues as a government sponsored initiative in 2004.

Four principles provide the basic structure of the IIP initiative. Additionally, there are 12 indicators of the successful implementation of the IIP within an organisation of the good practices related to the principles. These principles represent good practice. Lastly, there are 33 measures of good practice

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rganisations, however, is a dynamic one, and it is critical that individual employees be kept up to date on developments within their industry and their profession in order to help give the organisation a competitive edge. Organisations use training in order to accomplish this outcome (Sels, 2002). Given that organisations are willing to invest in training, it is critical that they be able to determine whether training programmes are achieving the desired goals and objectives. To make such a determination effectively requires establishing relevant goals at the outset of the training programme, and structuring the programme so that those goals can be quantified and measured at the conclusion. An effective evaluation programme can help organisations find ways to improve their training effort, enhancing the effectiveness of training programs in the future (Sels, 2002). Training has become increasingly vital to the success of modern organisations. Rapidly changing technology requires that employees possess the knowledge, skills, and abilities needed to cope with new processes and production techniques. The growth of organisations into large, complex operations whose structures are continually changing makes it necessary for man

Category: Foreign - I