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Human Resource Management And The Motivation Of Technical Professionals

Author

Listed:
  • ANDREW McMEEKIN

    (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)

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.

Suggested Citation

  • ANDREW McMEEKIN & ROD COOMBS, 1999. "Human Resource Management And The Motivation Of Technical Professionals," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 3(01), pages 1-26.
    • Handle: RePEc:wsi:ijimxx:v:03:y:1999:i:01:n:s1363919699000025
    DOI: 10.1142/S1363919699000025
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    Cited by:

    1. Lucia Crevani & Kristina Palm & Annika Schilling, 2011. "Innovation management in service firms: a research agenda," Service Business, Springer;Pan-Pacific Business Association, vol. 5(2), pages 177-193, June.

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