Mutuality, learning and change at work: the case of employee led development

Denise Thursfield (Leeds Business School, Leeds Metropolitan University, Leeds, UK)
John Hamblett (Leeds Business School, Leeds Metropolitan University, Leeds, UK)

Employee Relations

ISSN: 0142-5455

Publication date: 1 August 2001

Abstract

The concepts of mutuality, learning and change are embedded in the ideas surrounding employee led development (ELD) schemes. This paper explores the extent to which these concepts are an accurate reflection of the way such schemes are organised in practice. The article is based on qualitative research carried out in two small to medium sized enterprises in the north of England. We will show that while ELD can be beneficial to employees, attempts to apply the concepts of mutuality, learning and change require caution.

Keywords

Citation

Thursfield, D. and Hamblett, J. (2001), "Mutuality, learning and change at work: the case of employee led development", Employee Relations, Vol. 23 No. 4, pp. 337-352. https://doi.org/10.1108/EUM0000000005686

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Publisher

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MCB UP Ltd

Copyright © 2001, MCB UP Limited

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