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Internalizing action learning: a company perspective. Establishing critical success factors for action learning courses

Hadyn Ingram (Director of Corporate Development, Marriotts, Buckingham, UK)
Kathy Biermann (Regional Training Manager, Marriotts, Frankfurt, Germany)
Jacqueline Cannon (Human Resources Manager, Dalmahoy Marriott Hotel, Midlothian, UK)
Jane Neil (Regional Director of Training, Whitbread Hotel Company, Luton, UK)
Catherine Waddle (Human Resources Manager, Leeds Marriott Hotel, Leeds, UK)

International Journal of Contemporary Hospitality Management

ISSN: 0959-6119

Article publication date: 1 April 2000

Abstract

Many companies and their employees accept that learning and management development can provide mutual benefits, but find it difficult to free up the time and money to make this possible. Finding time and resources for training and development can be especially difficult in the hospitality industry, where operational imperatives often override longer‐term considerations. This paper reflects upon the critical success factors of a pilot management development programme in Marriott Hotels in the UK, so that it might be internalized and delivered in a range of Marriott properties world‐wide. The conclusion is that action learning is a challenging medium for learners and tutors alike, but that the process can be an enjoyable one for all concerned. It is possible to internalize such programmes if care is taken with both “hard” and “soft” critical success factors.

Keywords

Citation

Ingram, H., Biermann, K., Cannon, J., Neil, J. and Waddle, C. (2000), "Internalizing action learning: a company perspective. Establishing critical success factors for action learning courses", International Journal of Contemporary Hospitality Management, Vol. 12 No. 2, pp. 107-114. https://doi.org/10.1108/09596110010307369

Publisher

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MCB UP Ltd

Copyright © 2000, MCB UP Limited