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

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.

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