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1 – 10 of 32
Article
Publication date: 1 June 2004

Martyn Sloman and Maram Al Dowayan

Short projects are often the most illuminating. This article seeks to draw some lessons from a simple research project. The methods used in the research are easily…

1162

Abstract

Short projects are often the most illuminating. This article seeks to draw some lessons from a simple research project. The methods used in the research are easily understood; the conclusion will cause no surprise to any human resource development professional. What is important is to expose some of the implications. They are far‐reaching and challenge many of our traditional approaches to implementing human resource development in organizations.

Details

Development and Learning in Organizations: An International Journal, vol. 18 no. 3
Type: Research Article
ISSN: 1477-7282

Keywords

Content available
Article
Publication date: 27 June 2008

Martyn Sloman

172

Abstract

Details

Development and Learning in Organizations: An International Journal, vol. 22 no. 4
Type: Research Article
ISSN: 1477-7282

Content available
Article
Publication date: 29 August 2008

Martyn Sloman

322

Abstract

Details

Human Resource Management International Digest, vol. 16 no. 6
Type: Research Article
ISSN: 0967-0734

Keywords

Article
Publication date: 1 December 2005

Martyn Sloman

To highlight the shift from training to learning.

3839

Abstract

Purpose

To highlight the shift from training to learning.

Design/methodology/approach

This was case‐study driven.

Findings

There has been a shift from training to learning.

Practical implications

It is about how the individual learns. The type of training or learning must meet the needs of both the individual and the organization.

Originality/value

This is valuable to trainers, employers, managers and staff.

Details

Development and Learning in Organizations: An International Journal, vol. 19 no. 6
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 1 May 1986

Martyn Sloman and Richard Lee

In May 1985, a new module was added to the syllabus of the Middle Management Course at the Staff College of the National Coal Board. This module, called the “Enterprise…

Abstract

In May 1985, a new module was added to the syllabus of the Middle Management Course at the Staff College of the National Coal Board. This module, called the “Enterprise Study”, was a live in‐basket exercise based on the experience that NCB managers encountered in establishing a new subsidiary job‐creation company, NCB (Enterprise) Ltd. The teaching format was novel and, as experience was gained from operation, unexpected benefits were derived and drawbacks discovered. The perspective as to the purpose and value was altered as a result.

Details

Journal of European Industrial Training, vol. 10 no. 5
Type: Research Article
ISSN: 0309-0590

Article
Publication date: 1 September 2006

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

You live and learn, according to a saying that tends to suggest you learn by your mistakes. Of course you do, but there are other ways of learning. The ways in which we learn often conflict with each other; often complement each other and – even though it is somewhat surprising to learn – often complement and conflict at the same time.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Details

Development and Learning in Organizations: An International Journal, vol. 20 no. 5
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 17 August 2012

Russell Wordsworth, Sanna Malinen and Martyn Sloman

This paper highlights the Partnership Model as an apposite approach to the planning and implementation of learning in organizations.

Abstract

Purpose

This paper highlights the Partnership Model as an apposite approach to the planning and implementation of learning in organizations.

Design/methodology/approach

The authors provide a brief overview of the changing context for learning and development in organizations, followed by a discussion on the need for a shift in our approach to training. The authors draw attention to the Partnership Model as a solution to move forward.

Findings

The knowledge‐driven economy demands new skills sets for employees and new approaches to learning in organizations, yet trainer‐centric models such as ADDIE still dominate the training literature and practice. As a result, potentially more suitable approaches, such as the Partnership Model, have not gained traction with practitioners. The authors suggest that this is in part due to the practical challenges involved in establishing learning cultures and partnerships in organizations.

Research limitations/implications

The paper offers practical suggestions for developing a more learner‐centric, strategically aligned learning and development function through partnership and conversation with key stakeholders in the organization.

Originality/value

The paper offers practical suggestions for developing a more learner‐centric, strategically aligned learning and development function through partnership and conversation with key stakeholders in the organization.

Details

Development and Learning in Organizations: An International Journal, vol. 26 no. 5
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 1 February 1981

Martyn Sloman and Rod Barr

The second half of the 1970s witnessed a resurgence of interest in industrial co‐operatives and all the evidence suggests that this interest will gain further momentum in…

Abstract

The second half of the 1970s witnessed a resurgence of interest in industrial co‐operatives and all the evidence suggests that this interest will gain further momentum in the 1980s. An understandable but regrettable tendency to concentrate publicity on a number of celebrated rescue cases should not be allowed to obscure the fact that some 200 new industrial co‐operative ventures have been established over the last decade.

Details

Employee Relations, vol. 3 no. 2
Type: Research Article
ISSN: 0142-5455

Article
Publication date: 6 September 2011

Martyn Sloman

The purpose of this paper is to consider critically Government policy options in achieving growth through skills acquisition and deployment.

544

Abstract

Purpose

The purpose of this paper is to consider critically Government policy options in achieving growth through skills acquisition and deployment.

Design/methodology/approach

The approach takes the form of a review of policies drawing on literature from a number of countries.

Findings

Government has a tendency to offer macro‐solutions to a micro problem and is impotent as a result. The main hope lies in long‐term development through the education system.

Practical implications

The paper argues for a change in perspective from Government and a shift away from unhelpful initiatives. It calls for a long‐term investment in education.

Originality/value

The paper links the Government's macro‐economic policies with the micro‐ implications at the level of the firm.

Details

Industrial and Commercial Training, vol. 43 no. 6
Type: Research Article
ISSN: 0019-7858

Keywords

Content available
Article
Publication date: 1 December 2001

135

Abstract

Details

Education + Training, vol. 43 no. 8/9
Type: Research Article
ISSN: 0040-0912

Keywords

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