Albion: the UK 3rd generation high-performance thermal imaging programme

In shifting our gaze to the sociological impact of being in the minority, the purpose of this study was to substantiate a model of gendered social well-being to appraise women coaches’ circumstances, experiences and challenges as embedded within the social structures and relations of their profession. This is drawn on in-depth interviews with a sample of head women coaches within the UK. The findings demonstrate that personal lives, relationships, social and family commitments were sidelined by many of the participants in order to meet the expectations of being a (woman) coach. We locate these experiences in the organisational practices of high performance sport which hinder women coaches from having meaningful control over their lives. The complexities of identity are also revealed through the interplay of gender with (dis)ability, age and whiteness as evidence of hegemonic femininity within the coaching profession. Consequently, for many women, coaching is experienced as a ‘developmental dead-end’.

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Beyond HRM’s Performance Management: Towards Strategic Workforce Resilience

10.5772/intechopen.96703 ◽

2021 ◽

Author(s):

John Mendy

Keyword(s):

Performance Management ◽

High Performance ◽

Fundamental Problem ◽

Future Research ◽

Organisational Performance ◽

Work Systems ◽

Implementation Gap ◽

Research Areas ◽

Performance Problem ◽

The Uk

HRM professionals’ reliance on using teamwork, organisational planning and managerially- controlled appraisal measures within the framework of High Performance Organisation (HPO) and High Performance Work Systems (HPWS) has outlived its useful applicability and sustainability in today’s SME crisis-ridden environment. This chapter highlights the gap between the HRM discipline, whose measures to resolve the organisational performance problem have instead resulted in a deepening of the performance crisis in resource-constrained SMEs and an urgent need to address such a fundamental problem through the creation, development and sustenance of more innovative measures. A critique of HPO and HPWS’s structural and systemic approach to solve the effective organisational performance implementation gap led to an additional discovery, which is how to solve the performance problem competently and sustainably such that SMEs have a more strategically viable future. The study’s interpretivism paradigm backed up by a survey of 85 management and staff respondents in a longitudinal study spanning 7 years in the UK highlighted 6 important themes. These were combined to develop a new ‘Strategic Workforce Resilience Management Model’ as a way to solve the SME performance quagmire. This fills the performance implementation and strategic sustainability gaps and introduces resilience characteristics into the way HRM professionals should be managing the performance problem. The limitations, the implications and future research areas are discussed.

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