Individual Differences And Development In Organisations: Wiley Handbooks in Work & Organizational Psychology

Organisations, of all kinds, are facing the challenge of rapidly advancing technologies, and ever-increasing levels of competition, both nationally and globally. They are also seeking to operate in an environment where the traditional relationships between employer and employee are rapidly changing.

Learning to harness the talents of everyone comprising an organisation is critical to sustainable organisational effectiveness. Successfully developing the talents of all members of an organization is, arguably, the only lasting source of competitive advantage.

This handbook provides a unique and authoritative review of relevant research, theoretical developments, and current best practice in the management of individual development.

Drawing on the expertise of both renowned academic specialists and leading practitioners, the book is designed to be a practical resource for the guidance and support of those whose role is to bring about the development of people at work.

• Authoritative reviews of relevant evaluation research, and best-practice descriptions of key assessment and development tools
• Editor with excellent psychological and consultancy knowledge, experience and contacts
• Written by International contributors within a strong conceptual structure
• Part of a new series - Wiley Handbooks in the Psychology of Management in Organizations

Michael Pearn, Senior Consultant, Saville & Holdsworth Ltd, 1981-1984; Founding Partner of Pearn Kandola, Occupational Psychologists, 1984, retired 1999; Fellow of BPS, The Institute for Personnel and Development, The Royal Society for Arts; Member of Board of Examiners in Occupational Psychology, The British Psychological Society, Executive Board, Trinity Institute for Management Education, Association for Management Education and Development, European Association of Work and Organisational Psychology Books authored: Job Analysis for Managers (1987), Learning Organisations in Practice (1995), Tools for a Learning Organisation (1995), Ending the Blame Culture (1998), Empowering Team Learning (1998).