Dr Diane Keeble-Ramsey

Senior Lecturer, Organisation Behaviour

Course Leader, PG Dip Human Resource Management

Course Leader, MA Human Resource Management

Faculty:Lord Ashcroft International Business School

Department:Leadership and Management Staff - beta version

Location: Chelmsford

Areas of Expertise: Human Resources Management

Experienced manager and commercial practitioner as well as an academic interested specifically in subjective well-being, post millennial changes to employment and critical human resource development.

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diane.keeble-allen@anglia.ac.uk

Background

Diane started teaching with the City Colleges of Chicago. She has over 25 years’ experience in her area having worked both as a consultant to government and private commercial concerns in management development and at director level in people management. Her career commenced within the Ministry of Defence, where she attended the RAF School of Management, then further to working within insurance and pharmaceuticals within the USA to exporting and interior design within the UK. She has held executive management roles within education, building educational links and funding throughout Europe and has acted also as a consultant to the government within the education sphere.

She and is a qualified member of the British Psychological Society and has represented the university within the international University Forum for Human Resource Development for over a decade. Diane retains close working links with the University of Leicester having previously studied within the Centre of Labour Market Studies. Diane has led quality reviews, validations and panels within provisions for the professional development to include the Chartered Institute of Personnel and Development where she acted as a national examiner within Learning and Development alongside other external examinerships. She is a Principal Fellow of the Higher Education Academy.

Research interests

  • The future of working practices, post 2008
  • High Performance Working Practices
  • Employee Engagement and the impact of the increased age of retirement
  • ‘The Baby ceiling’ – the impact of the economic condition upon the leadership development of working mothers

My research interests relate directly to the changing nature of the UK working experience post millennium but in particular post-global financial crisis. It recognises the contribution of debate around employee engagement is contrasted by the issues for individual worker groups such as working mothers in terms of the effect of the economic environment and neo-liberal practices.

Areas of research supervision

  • Supervision for management reports within professional programmes eg attainment of CIPD membership
  • Supervision of Masters level dissertations in people management and leadership for MBA/MA awards
  • Descriptions of PhD supervision: 
    • The changing nature of work further to the global financial crisis
    • Organisational citizenship behaviour (OCB) in Pakistan
    • The experiences of academics in Nigeria during change
    • The impact of legal personalities on leadership styles and performance management skills in the smaller, community based high street law firms
    • Understanding of expatriate adjustment in the Nigerian context
    • Impact of Leadership Style on motivational level of employees with Multi-ethnic Working Environment
    • Corporate Social Responsibility and the relationship with employee well-being
    • Gender segregation in the recruitment of managers

Teaching

Diane’s teaching centres around postgraduate modules in terms of leading, managing and developing people. In addition to the leadership of a research module and related teaching around research methods, her deliveries largely reflect practitioner development in terms of people management and reward and the management of talent. Within an organisational development context and using the lenses of social psychology by way of organisational behaviour thinking, she has largely facilitated critical enquiry and evaluation into current organisational practices.

Qualifications

  • Doctorate, Education Management, University of Leicester
  • MSc in Training and HRM, University of Leicester
  • Graduate Basis for registration and PG Diploma Psychology, Open University
  • BA (Hons) Business, University of East Anglia
  • PGCE (M5), Education, University of East Anglia

Memberships, editorial boards

  • Member of British Psychological Society
  • Chartered Member of Chartered Institute of Personnel and Development
  • Prinicipal Fellow of Higher Education Academy
  • Institutional member of the University Forum for Human Resource Development

Selected recent publications

Keeble-Ramsay D and Armitage A (2014) HRD challenges faced in the post-global financial crisis period – insights from the UK, European Journal of Training and Development, Vol 57

Keeble-Ramsay D and Armitage A (2014) HRD challenges when faced by disengaged UK workers; Journal of Workplace Learning, 26, 3

Armitage, A. and Keeble-Allen, D. (2010) High Performance Working: Closing the Productivity Gap? Implications from the public sector in a post crisis world, Journal of General Management.

Keeble-Ramsay D and Armitage A (2010) a new form of employer-worker relationship – a UK Perspective, International Journal of Employment Studies, Vo17, No1

Armitage A and Keeble-Allen D (2010) Total Quality Management meets Human Resource Management:  Perceptions of the shift towards High Performance Working, Journal of TQM Vol. 22, 1, pp.5-25.

Keeble-Ramsay D and Armitage A (2009) High Performance Working and Wellbeing: Sustainability of Human Resources, International Journal of Environmental, Cultural, Economic and Social Sustainability

Armitage A and Keeble-Allen D (2009) High Performance Management in the Public Services: The High Performance Working (HPW) Inventory, CIPFA Journal of Finance and Management

Armitage A and Keeble-Ramsay D (2015)  Developing an Arts Based Curriculum for HRD Practice, Towards Evidence Based HRD Practice: Bridging the Gap. The theme of the 16th International Conference on Human Resource Development Research, Cork, Eire, Allan Moon Prize for Best Paper; Highly commended as Teaching and Learning Resource

Keeble-Ramsay D and Kemble R (2015) Labour Process Theory – new ways of explaining any shift in power and exploitation in post-global financial crisis UK, International Labour Process Conference, Athens, Greece

Keeble-Ramsay D and Kemble R (2015) Post Global Financial Crisis (GFC) experiences – degradation of the UK workplace through neo-liberal managerialism? Stream 9 The Degradation of the Employment Relationship – Back to Work, The 9th International Conference in Critical Management, Leicester

Keeble-Ramsay D and Kemble, R; Has uncertainty allowed HRM to a cul-de-sac?   Post-2008 engagement experiences in the UK; International Conference for Human Resource Management, Cracow, June 2014

Keeble-Ramsay, D; Kemble, R; Lovett, C (2014) The changing nature of work in the UK post 2008 – the ‘baby ceiling’ through the lived experiences of female employees; University Forum for HRD international Conference, June 2014, Napier University, Scotland

Keeble-Ramsay, D; Kemble, R (2014) Lived experiences in the UK of changes to work given a global financial crisis – Updates for Labour Process Theory? International Labour Process Theory Conference, February 2014, Kingston London

Keeble-Ramsay, D and Kemble, R (2014) Employee voices in the UK of changes to work given post global financial crisis – Updated viewing Rethinking Management – Cultural Turns Conference, October 2014 Germany,

Keeble-Ramsay D and Armitage A (2013) HRD challenges when faced by a disengaged, disenchanted, overworked UK workforce, UFHRD University of Brighton, June 2014

Keeble-Ramsay D and Andrew Armitage A (2011) HRD, a contributor to economic crisis by its ignorance of workforce emotions? The 7th International Critical Management Conference Stream 35: Critical HRD--Perverse incentives and perverted governance - the role of HRD in economic crisis: contributor, irrelevant bystander or antagonist? University of Naples Federico II, Naples, Italy

Recent presentations and conferences

Keeble-Ramsay and Kemble, R; Has uncertainty allowed HRM to a cul-de-sac? Post-2008 engagement experiences in the UK; International Conference for Human Resource Management, Cracow, June 2014, conference paper

Keeble-Ramsay, D; Kemble, R; Lovett, C (2014) The changing nature of work in the UK post 2008 – the ‘baby ceiling’ through the lived experiences of female employees; University Forum for HRD international Conference, June 2014, Napier University, Scotland, conference paper

Keeble-Ramsay, D; Kemble, R Lived experiences in the UK of changes to work given a global financial crisis – Updates for Labour Process Theory? International Labour Process Theory Conference, February 2014, Kingston London, conference paper

European Conference of Research Methods, Cass Business School, London, 2014, conference paper

IFTDO World Conference, Dubai, February 2014, conference paper

Employee voices in the UK of changes to work given post global financial crisis – Updated viewing Rethinking Management – Cultural Turns Conference, 2014 Germany, Karlshrune, conference paper

Keeble-Ramsay D and Armitage A (2013) HRD challenges when faced by a disengaged, disenchanted, overworked UK workforce, UFHRD University of Brighton