Search results

The problems of One‐Man‐Bands (OMBs) began to be taken seriously in the early 1980s when the Aslib OMB group was formed. The group received considerable attention in the professional press, and became the object of a study by Judith Collins and Janet Shuter who identified them as “information professionals working in isolation”. Many of the problems identified in the Collins/Shuter study remain — not least of these being the further education and training needs of OMBs. These needs are studied in this report. The author has firstly done an extensive survey of the literature to find what has been written about this branch of the profession. Then by means of a questionnaire sent to the Aslib OMB group and the National Council for Voluntary Organisations (INVOG), training and education needs have been pinpointed. Some of these needs have then been explored in greater detail by means of case studies. The author found that the most common deterrents to continuing education and training were time, cost, location, finding suitable courses to cover the large variety of skills needed and lastly, lack of encouragement from employers. The author has concluded by recommending areas where further research is needed, and suggesting some solutions to the problems discussed.

Useful lessons can be learned by European universities from the rapidly expanding knowledge of continuing education and training across the continent. This knowledge will help universities in Europe to develop their continuing education provisions. In the longer term this development is likely to lead to major changes within the universities themselves.

This article presents some of the initial results of the National Young Adult Survey (YAS), which is currently collecting data on the cross‐curriculum competencies of 14,905 18‐ to 22‐year‐olds in Switzerland. Young adults show a willingness to continue their education during the first five years after school. Using a regression model, it was found that the willingness of these young people to continue their education and training is dependent on achievement motivation, contingency beliefs, self‐efficacy, cooperation, independence and level of education.

When I began to consider this topic I was struck by the number of times I wrote the word ‘change’ in my preliminary notes, and change is really the theme or leitmotiv which runs throughout this paper. I shall look first at a number of issues which are changing the use of information and the nature of information work Those changes have implications for the future information workforce and for the education and training of that workforce. Next, I shall briefly describe the way in which the main providers of information education and training are themselves changing to meet the new demands. Specifically, I shall discuss developments within library and information schools, the provision of continuing education against the ever present backcloth of reduced budgets and inadequate funds, and finally I shall touch on the development of the New National Vocational Qualifications in library and information work.

The aim of this article is to offer a framework model of the planning of the activities of organisations of continuing education and training, which gives the opportunity to determine their mission, to seek specific aims, to develop the available resources and to create a cooperative operating climate. Adopting this recommended model would help these organisations to adapt to the changes and challenges of the contemporary environment, ensure their functioning and the implementation of feedback and, where necessary, use corrective steps in order to achieve the objectives set.

This study aims to examine internal and external factors as well as main obstacles to managers’/owners’ participation in education and training.

The sample comprises managers of 151 Bulgarian predominantly micro- and small-size enterprises. The data was gathered in 2020 through direct standardized interviews at the respondent’s workplace. This study uses quantitative estimation methods including binominal and multinominal logistic regression as well as nonparametric testing.

Regarding the findings in the relevant studies, the results confirm that the larger firm's size, the existence of human resource management strategy and practices as well as learning-oriented culture stimulate employer-financed management training. The lack of trainers with relevant need-specific expertise appears to be a major barrier. Additionally, the outputs highlight the role of other important determinants not being extensively discussed so far such as the level of development of the region in which the company operates, involvement in R&D and innovation activity as well as the issue of trust in trainer.

This study provides insights into (under)investments in continuing vocational training which might lead to practical implications for businesses, education and government policy in lifelong learning. Moreover, this study focuses on a country with one of the lowest participation rates in adult education across Europe which allows for a better understanding of similar examples.

To the best of the author’s knowledge, this is the first paper examining determinants of management training in Bulgaria and one of the few in the European context. It gives support to the existing literature but adds new findings as well.

The purpose of this paper is to provide an empirical basis for considering in-service training, tenure prolongation and continuing education as methods for enhancing nursing performance.

A self-reported questionnaire was used to collect data from 532 nurses, who were selected using the simple random sampling method from ten hospitals in Accra North, Ghana. Confirmatory factor analysis (CFA) was used to test the study’s hypotheses.

The resulting model is of good fit at 5 per cent significance level (χ²=1.492, p=0.222), with in-service training found to be the ultimate method for enhancing nursing performance. The fitted CFA model also shows that in-service training is positively associated with education and tenure at 1 per cent significance level (p<0.001). The overall evidence suggests that training, continuing formal education and tenure prolongation are methods for improving nursing performance.

Apart from its contribution to the literature, this study applies validated primary data to empirically identify key methods for enhancing nursing performance.

The purpose of this paper is to explore the potential approaches to continuing education and training delivery for community pharmacists to equip them to support mental health consumers and carers with illnesses such as depression and anxiety.

Review of national and international literature about community pharmacists’ roles, beliefs and attitudes towards mental health, continuing education delivery for the workforce and training recommendations to equip pharmacy workforce.

Training involving consumer educators was effective in reducing stigma and negative attitudes. Interactive and contextually relevant training appeared to be more effective than didactic strategies. Narratives and role-plays (from the perspective of consumers, carers and health professionals) are effective in promoting more positive attitudes and reduce stigma. Flexible on-line delivery methods with video footage of expert and consumer narratives were preferable for a cost-effective programme accessible to a wide community pharmacy workforce.

There is a clear need for mental health education for community pharmacists and support staff in Australia. Training should target reducing stigma and negative attitudes, improving knowledge and building confidence and skills to improve pharmacy staff's perceived value of working with mental health consumers. The delivery mode should maximise uptake.

Leadership development is a significant issue in public libraries and library administrators debate, among other topics, how to achieve it for the middle-level manager. At the present time, library organizations use leadership and management workshops, seminars, and institutes to assist with managers’ organizational learning processes. Current literature indicates that additional strategies such as career planning, mentoring, networking, acquiring adequate qualifications and experience, professional involvement, and continuing education are used not only to facilitate middle-level managers’ career development, but also to help organizations fill the leadership gaps within their ranks.

The growth in responsibility of librarians under the country′s changed conditions requires their high‐quality professional education, flexible continuing education and professional development at all levels. Offers an overview of librarians′ professional training in Estonia, its traditions and possibilities today. Estonian library assistants study at the Viljandi College of Culture: degree courses in library and information sciences (LIS) are offered by the Tallinn Pedagogical University, including Master′s and doctoral degrees. Gives a detailed account of the undergraduate LIS curriculum at the Tallinn Pedagogical University. Systematic continuing education is a necessity because of developments in information technology and because of rapid changes in Estonian economic and social life. Touches on local and state‐wide continuing education activities. Undertakings by the Librarians Education Board in educating library staff without formal LIS education are an integral part of librarians′ continuing education and retraining. In order to disseminate information about Estonian libraries in the world professional community, our librarians must be aware of developments elsewhere. Speaks about the return of Estonian librarians into international professional organizations (IFLA, co‐operation with Baltic libraries, etc.) Deals with the prospects for Estonian librarians in co‐operation with international professional organizations (IATUL, ABDOS, IAML, IASL, etc.) in a more detailed way, including their participation in educational and developmental projects of other countries.