Business Commons^™

Shaping The Agenda 2: Implications For Workplace Mediation Training, Standards And Practice In Ireland, Brian M. Barry, Margaret Bouchier, Alec Coakley, Deirdre Curran Dr, James Dillon, Cyril Joyce, Treasa Kenny, Oksana Meehan, Louisa Meehan, Genevieve Murray

Reports

The Report and its sister report, Shaping the Agenda 1, give a fascinating insight into the world of workplace mediation in Ireland and abroad. It identifies key issues in relation to mediator skills, competencies and behaviours in this sector of mediation. Of enormous significance is the application of this research to the Irish context and specifically to the setting and maintenance of standards of training and practice in relation to workplace mediation. This work has put the MII, as the professional association for mediators in Ireland, in a position to build standards and policies on solid, detailed and considered research, …

Training And Developing Non-Irish Workers: The Perspectives Of Interested Stakeholders, Mary Prendergast

Articles

Purpose – This paper aims to explore the challenges facing Irish organisations in the training and development of non-Irish workers. It analyses the importance of fluency in the host country’s language and the approach taken by organisations in relation to language training. In-depth semi-structured interviews provide significant insights for the policies and practices of multiple stakeholders.

Design/methodology/approach – The empirical research comprised 33 in-depth interviews conducted with employers, employees, trade unions and regulatory bodies, and an objective content analysis provided insights into the challenges Irish organisations face in the training and development of non-Irish workers.

Findings – The results indicate …

Review Of Factors Influencing Employees’ Willingness To Share Knowledge, Paul Mc Manus, Mohamed Ragab, Amr Arisha, Sue Mulhall

Conference papers

Effective management of knowledge is currently recognised as the foundation of any organisation to maximise its abilities and achieve business targets. Organisations strive to leverage knowledge stocks – mostly held in the minds of their individual employees – in order to create value and drive success. For organisations to promote effective knowledge management, they have to develop innovative methods to encourage knowledge sharing practices. Knowledge sharing (KS) is a vital organisational process which empowers individuals to confront challenges of uncertainty and complexity, instils best practices, and enables the transfer of knowledge between different parts of the organisation. Given the fact …