HUMAN RESOURCE MANAGEMENT AND THE MOTIVATION OF TECHNICAL PROFESSIONALS

McMEEKIN Andrew and Rod Coombs
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McMEEKIN Andrew: Centre for Research on Innovation and Competition, Manchester University & UMIST, Tom Lupton Suite, University Precinct Centre, Oxford Road, Manchester M13 9QH, United Kingdom
Rod Coombs: Centre for Research on Innovation and Competition, Manchester University & UMIST, Tom Lupton Suite, University Precinct Centre, Oxford Road, Manchester M13 9QH, United Kingdom

International Journal of Innovation Management (ijim), 1999, vol. 03, issue 01, 1-26

Abstract: This paper examines the links between human resource management (HRM) and the motivation of technical professionals located in R&D (research and development) functions. This issue is addressed through case studies of four large technology-based firms. Interviews were conducted with human resource managers, line managers and technical professionals. The various HRM practices identified in the case studies are analysed with respect to their impact on the motivation of technical professionals. In particular, the research reveals that there is confusion between appraisal and performance management, and that explicit career management procedures are poorly deployed.

Keywords: Human resource management; career management; motivation; technical professionals; R&D (search for similar items in EconPapers)
Date: 1999
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DOI: 10.1142/S1363919699000025

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