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- W2231067988 abstract "This paper explores the experiences of senior HRM/D managers and strategic linemanagers who have engaged with a Work Based Learning (WBL) programme, andbuilds on earlier work by Nichol and Williams (2012) who explored the professionalidentity of HR/HRD practitioners. The paper seeks to understand the personalimpact of this combination of work place yet externally derived learning process onself-identity since this will have lessons for the learners, for the organisation, and forproviders of such programmes. The basis of this qualitative, interpretive, paper is aseries of one-to-one semi-structured interviews with senior practitioners from acrossthe public, private and not-for-profit spectrum. Analysis and interpretation are guidedequally by themes arising from the data and by a priori knowledge of existingtheoretical frameworks. The concepts of self-identity operate at multiple levels, whichLord and Brown (2004) refer to as the Individual, Interpersonal and Collective levelsof our ‘Working Self Concept (WSC)’. Their model demonstrated how successfulleadership processes occur indirectly through follower self-identities, and this currentresearch adapts that model to argue that the WBL process similarly needs to alignwith participants’ self-identity in order to ensure success. There is evidence ofpositive impacts on self-views at all levels with affective and behavioural changesthat enhanced performance as a result of engagement in WBL. Increasedconfidence in their own value to their respective organisations, and improved beliefin the legitimacy of their accumulated knowledge skills and experience enabled themto further contribute to organisational goals." @default.
- W2231067988 created "2016-06-24" @default.
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- W2231067988 date "2014-06-01" @default.
- W2231067988 modified "2023-09-27" @default.
- W2231067988 title "Working Self Concepts: the Impact of Work Based Learning On Self Identity Amongst Senior HRM/HRD Practitioners" @default.
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- W2231067988 hasPublicationYear "2014" @default.
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