IIP Inititiative & HR Management

LITERATURE REVIEW: INVESTORS IN PEOPLE STANDARD [IIP]

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 (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.

This literature review examines the 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.

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 good practices related to the principles. These principles represent good practice. Lastly, there are 33 measures of good practice that serve as evidence of a company's successful implementation of go

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ever, in the late-1970s (Field, 1999). Management practices within organisations with respect to employees have tended to vacillate along a continuum which has Taylor's scientific management (and its emphasis on the productive task) at one extreme and the Hawthorne effect (with its emphasis on human relations) at the other extreme. The declining productivity experienced by many major organisations in the 1970s and early-1980s, coupled with the opposite experience of many major Japanese organisations in that day caused managers and theorists alike to begin, once again, to question the bases of the management of employees in western organisations (Field, 1999). The resulting reappraisal of the personnel management function in organisations resulted in the development, or, at least, the acceptance, of the human resources concept, as a replacement for the personnel management concept. The human resources concept was being proposed for public sector organisations as far back as the early-to-mid-1970s and for private sector organisations as far back as the mid- to-late-1970s. It was not until the 1980s, however, that the human resources concept began to gain a wide acceptance among organisations over the personnel management conc

Category: Business - I