Discusses the nature of employee development programmes (EDPs) and the use made of them by UK employers; examines the structure and operation of similar schemes developed jointly by management and union in the “big three” US car companies. Argues that these US EDP schemes, through their use of jointly controlled funds and joint training centres, are better integrated with broader industrial relations and human resource policies. Further suggests that such a joint approach can provide a way of maximizing the potential benefits of EDPs.
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