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1 – 10 of over 6000an account of the steps taken by the Iron and Steel Industry Training Board Until 31 March 1970 the Iron and Steel Industry Training Board, established in July 1964, operated a…
Abstract
an account of the steps taken by the Iron and Steel Industry Training Board Until 31 March 1970 the Iron and Steel Industry Training Board, established in July 1964, operated a COST‐BASED grant scheme. Over this period the levy increased as a result of several influences: an increase in the number of categories for which grant was paid; an increase in the numbers receiving training; an improvement in training schemes and a continuous upward trend in costs themselves. By 1969/1970 the levy had reached a figure of £24.50 per employee. Now the Board is holding in abeyance the greater part of grants that could be paid, together with the levy that would be required and has devised a new system of training assessment. This is a major step in disengagement from levy. For 1970/1971 the maximum levy will be £6 a head with certain exemptions and abatements. In this article Mr Duncan gives a factual account of developments in the Board's activities and contributes some personal viewpoints.
During the first six or seven years of operation of the Industrial Training Act, boards have been given freedom to develop their approach to encouraging training within fairly…
Abstract
During the first six or seven years of operation of the Industrial Training Act, boards have been given freedom to develop their approach to encouraging training within fairly wide limits. Approval for their proposals has generally been forthcoming, and it has clearly been recognised that variations in approach are desirable, both as a means of identifying more effective methods of training, and as a necessity to meet the different needs of particular industries. The reasons for establishing boards have been stated many times, and are already well known. A number of industries recognised the need for an organised approach to industrial training prior to 1964, and had already in existence voluntary organisations concerned with training. The Wool Textile industry provides one example. The existing nucleus of training staff in the industry's Recruitment, Education and Training department became, in 1964, members of staff of the first Industry Training Board, and their work continued, but on a very much broader front. The voluntary training levy was replaced by a statutory one, and all firms were involved in a levy and grant system. As may be imagined, this met with something less than approval in many cases. Nevertheless, it did provide the incentive to improve the quantity and quality of training.
The Equal Pay Act 1970 (which came into operation on 29 December 1975) provides for an “equality clause” to be written into all contracts of employment. S.1(2) (a) of the 1970 Act…
Abstract
The Equal Pay Act 1970 (which came into operation on 29 December 1975) provides for an “equality clause” to be written into all contracts of employment. S.1(2) (a) of the 1970 Act (which has been amended by the Sex Discrimination Act 1975) provides:
Gregory John Lee and Alexander Davison
The purpose of this paper is to investigate and recommend formal guidelines for the initial design of country-level or sectoral payroll levy systems that are intended to…
Abstract
Purpose
The purpose of this paper is to investigate and recommend formal guidelines for the initial design of country-level or sectoral payroll levy systems that are intended to incentivize new firm training. The paper presents and illustrates two necessary conditions for new training to be stimulated, one involving transaction costs and the other the incentive payback. Ultimately, the purpose is to guide more successful designs for such systems in future.
Design/methodology/approach
The paper is principally theoretical, but the South African levy-grant system of the late 1990s is used as a case study. The paper illustrates how World Bank data may have been used to guide the design.
Findings
The paper demonstrates how during the design phase, policy makers can employ knowledge of pre-incentive training levels of firms, and possibly also estimates of unit transaction costs, to estimate the number of employees that may be positively affected. In the South African case, the actual system used may have been underspecified and unlikely to reach many employees with new training.
Research limitations/implications
Future research may employ these guidelines in empirical studies of the relative success of payroll levies.
Practical implications
The practical value of the paper is formal guidelines for policy makers seeking to implement such payroll levy systems.
Social implications
Better design for these systems may have positive implications for productivity and social externalities while avoiding unnecessary waste.
Originality/value
While there have been several more general reflections of payroll levy systems, and empirical investigations of their efficacy, this is the first paper formally modeling and testing design guidelines that can be implemented practically in the pre-implementation phase.
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Progress under the Industrial Training Act The Industrial Training Act, 1964, has three main objectives: 1. To ensure an adequate supply of properly trained men and women at all…
Abstract
Progress under the Industrial Training Act The Industrial Training Act, 1964, has three main objectives: 1. To ensure an adequate supply of properly trained men and women at all levels in industry. 2. To improve the quality and efficiency of training. 3. To share the cost of training more evenly between firms. To achieve these objectives, the Secretary of State for Employment and Productivity is empowered to establish Industrial Training Boards and to give these boards certain responsibilities for the promotion of training in any activities of industry or commerce. The boards have three main ways of helping employers in their industries to meet demands for trained manpower: (a)They have the power to raise a levy from employers and to pay grants to those providing training to approved standards. Table 1 shows the latest estimated levy yields of the boards. (b)They issue guidance to their industries, particularly in the form of training recommendations, on the nature, length, content and standards of training for particular employments and on other related matters. (c)They provide training adviser services to employers and, as may be necessary, special facilities such as training centres or training courses.
Echoing the Second Report of the Central Training Council, the Estimates Committee of the House of Commons has recommended that the first task of industrial training boards is to…
Abstract
Echoing the Second Report of the Central Training Council, the Estimates Committee of the House of Commons has recommended that the first task of industrial training boards is to make “a comprehensive study of the long term needs of industry”. They also recommended, somewhat contradictorily, that the Manpower Research Unit of the Ministry of Labour should “carry out a comprehensive assessment of future manpower needs of every industry”.
It is now ten years since the Industrial Training Act was placed on the statute book. Progress in this decade on the training front has been vast. However, continuous assessment…
Abstract
It is now ten years since the Industrial Training Act was placed on the statute book. Progress in this decade on the training front has been vast. However, continuous assessment and modifications have been made via the 1972 Green Paper the subsequent White Paper and Bill and, more recently, the Employment and Training Act, 1973.
Christopher Dougherty and Jee‐Peng Tan
Appraises the scope for cost‐effective government intervention into the mobilization of resources for training, examining measures catalytic in nature as well as direct…
Abstract
Appraises the scope for cost‐effective government intervention into the mobilization of resources for training, examining measures catalytic in nature as well as direct interventions. Asserts that economic recession and shrinking government revenues have led to a reconsideration of the role played by the state in training provision and to a growing acknowledgement and appreciation of the role of the private sector. Suggests that although the documentation is incomplete, the government is, and has always been, the junior partner. Discusses how training is financed by the private sector. Analyses situations where privately financed training provision may be sub‐optimal in scale and where there are grounds for government intervention. Addresses the issues of how best to provide financial incentives and mobilize the resources required for financial intervention.
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In this article the costs and likely benefits of industrial training are compared, for the nation, for the individual, and for companies under the impact of levy/grant systems…
Abstract
In this article the costs and likely benefits of industrial training are compared, for the nation, for the individual, and for companies under the impact of levy/grant systems introduced under the Industrial Training Act, 1964. Problems of decision‐making at national and industrial or company level will be related to new problems facing the individual in modern society. The problem of evaluating the benefits appears in a new and more favourable light if industrial training is seen as an effort to increase not merely skill and technical knowledge, but also motivation and as looking forward to a new pattern in industrial relations.
In the editorial leader of our previous issue reference was made to the possibility of certain ITBs phasing down their levy‐grant activities. How does an ITB carry out its…
Abstract
In the editorial leader of our previous issue reference was made to the possibility of certain ITBs phasing down their levy‐grant activities. How does an ITB carry out its responsibilities without using the levy‐grant machinery as an instrument of pressure? We invited the Electricity Supply ITB to explain how they do so