Transient transfusion; or the wearing‐off of the governance of the soul?

Nic Beech (Strathclyde Graduate Business School, Strathclyde University, Glasgow, UK)
George Cairns (Strathclyde Graduate Business School, Strathclyde University, Glasgow, UK)
Tom Robertson (Strathclyde Graduate Business School, Strathclyde University, Glasgow, UK)

Personnel Review

ISSN: 0048-3486

Publication date: 1 August 2000

Abstract

This paper critically examines an approach to employee development which breaks with the tradition of systematic training. The training event discussed here, Transfusion, was a dramatic and evangelical experience which aimed to impact on “the whole person” rather than specific training needs. It used a number of unconventional techniques and was reported by participants to have a high impact. However, despite its innovative qualities and apparent success, the approach can be criticised, both theoretically and on the basis of data gathered from participants and non‐participants. The criticisms highlight tensions around the integration of employees into the organization, and the potential displacement of systematic training by post‐modern development events.

Keywords

Citation

Beech, N., Cairns, G. and Robertson, T. (2000), "Transient transfusion; or the wearing‐off of the governance of the soul?", Personnel Review, Vol. 29 No. 4, pp. 460-473. https://doi.org/10.1108/00483480010296276

Publisher

:

MCB UP Ltd

Copyright © 2000, MCB UP Limited

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