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The Care Programme Approach (CPA) is the fundamental framework for supporting the care and treatment of individuals with severe and complex mental health needs. National consultations with stakeholders (Department of Health, 2006) identified a lack of consistency in the implementation of the CPA across England, informed fresh guidance (Department of Health, 2008a) and highlighted the need for a valid and flexible training initiative to support the workforce in this important aspect of their practice. In response, a partnership team was commissioned by the Department of Health to design and disseminate such a learning resource. This paper details the first impressions of this resource from those who requested the materials and subsequently responded with an online evaluation questionnaire (n=27).These early responses demonstrate that the CPA learning resource is viewed by respondents as flexible, easy‐to‐use and comprehensive. In addition, DVD narratives of professionals, service users and carers' experiences of CPA in adult mental health services were identified as valuable elements of the resource as they assist trainers in the illustration of critical themes. Further results explore its utility in the training environment and highlight flexibility of delivery as an important feature. This enables the resource to be integrated with existing training materials or to guide the development of new training initiatives. As further evaluations are collected and analysed, they will feed into a process of incremental improvement of the learning package to ensure that it meets the requirements of the multidisciplinary workforce.

The purpose of this study is to identify individual and contextual influences on in-house safety trainers’ role orientation toward the transfer of training (TT).

The authors tested a model where felt-responsibility for TT mediates the influence of job resources (i.e. autonomy, access to resources, access to information and organizational support) on trainers’ definition of their role and where training safety climate exerts a moderator effect. Data were collected from 201 Occupational Health and Safety (OHS) professionals, all in-house safety trainers, of large public and private companies. Structural equation modeling was used to test the hypotheses.

The model highlighted the mediating influence of felt-responsibility in the interplay between job resources and role orientation, the moderating influence of safety climate on the relationship of autonomy and organizational support on role definition, but not access to resources and access to information on role definition in the TT. Results suggest that how much safety trainers consider supporting the TT as a part of their overall role is affected by autonomy and organizational support through a sense of responsibility regarding training results, and these effects are influenced by the perceived importance of safety training to the organization.

The study is cross-sectional and used self-reported data, meaning that causal inferences should be carefully drawn. Further studies should explore other sources of influence over felt-responsibility, for example, supervisors’ support for transfer, the relationship between how in-house safety trainers define their role in the transfer process and trainees’ effective application of their new knowledge and skills.

Companies should overtly signal the importance of safety training to in-house safety trainers because it will elicit, by reciprocity, a greater sense of personal responsibility and increased efforts concerning training success.

No previous research looked at how in-house trainers define their role in the TT, as well as the individual and contextual factors that influence their efforts toward the efficacy of training.

Managing special events which utilise volunteer labour presents unique challenges due to the time-bound and infrequent nature of events, coupled with the non-traditional employment contractual basis associated with volunteers. Having committed, well-trained volunteers can sometimes be the difference between success and failure for an event. This paper explores factors shaping event managers' decision-making in relation to allocating organisational resources towards training for event volunteers.

Utilising qualitative methods, a sample of senior event managers practicing within Australia were invited to participate in semi-structured interviews. Their attitudes towards, and factors shaping, their decision-making in relation to allocating organisational resources towards training for event volunteers were analysed and discussed through an interpretive lens.

Six intervening variables which shaped event managers' decisions to resource volunteer training were identified. These six variables both shaped and constrained event managers' decisions to resource and implement volunteer training.

The study highlights factors that need to be considered when considering attaining festival attendance satisfaction with volunteers’ service provision through training. This work also contributes to future discussions about the value of volunteer training to event success.

This study explores the human resource development policies, strategies, and opportunities in 30 Kuwait corporate companies for its IT and information professionals. Questions addressed were related to induction and orientation programs; approaches for developing capabilities for change management; in‐house training policies, resources, and facilities; and policies for sending employees for training. Data were collected through structured interviews with key human resource managers of these companies. It was found that almost all the companies had intensive programs for providing systematic induction to their new employees. A majority of them had in‐house resources and facilities for training. A majority of them considered outside options for training and had developed policies for the purpose. These companies were not satisfied with the role of higher education institutions in providing useful training to their employees. Administration of training awards was biased in the favor of seniors, managers, and natives that defied the parameters of organizational needs.

The Industrial Relations Training Resource Centre was set up in 1977 as a national resource to provide focus and co‐ordination to the whole area of management training in industrial relations. ‘The central aim of such a centre would be to assist companies and other institutions who wished to provide improved industrial relations training for managers ……’ This was the main recommendation of a report, published in June 1975, produced by a working group on industrial training for managers, set up by the Management Education, Training and Development Committee of NEDO. In this article the Director describes the purpose of the Centre and reviews progress to date.

The aim of the paper is to identify which variables of training policy have a significant and positive impact on organisational performance.

A targeted literature review was conducted to identify and collate a comprehensive range of human resource management and training conceptualisations/investigations. This was the basis for the approach to contrast hypotheses. The paper used a sample of Spanish companies and the method of analysis was regression.

The results obtained in this paper do suggest that the training policy positively correlates with organisational performance, both using objective result measures (productivity and financial performance) and in the subjective measure of perceived financial performance and in intermediate result measures.

The study was confined to the analysis of a single Spanish region, and specifically referred to its hotel industry, which means that the results obtained must be situated within that specific context examined. To this must be added that the data were collected from a single source (CEOs) and, of course, it would have been more appropriate to use data from multiple sources.

From an academic point‐of‐view, the research initiative presented here is placed within the new line of development for research into training and performance that tries to overcome the restrictions faced in other publications, trying to go one step further in the search for more specific connections between human resources and performance. From a practical viewpoint, this research work could help hotel entrepreneurs in two ways: first, by providing evidence that the resources allocated by hotel firms to the training of their staff have a positive impact on their profit levels; and second, by showing which variables should be considered to achieve this relationship.

Given the rapid changes in economies, labour organisations and production processes and technologies, investment in training and in developing human resources becomes more important than ever. One of the core issues in the present debates, however, concerns the issue of the funding. The increasing pressure on public funds clearly delineates that expanding investments should not be expected from this side. Governments are already seeking alternative funding mechanisms for education to decrease costs and increase individual responsibility for one's own human resources. An increased investment should therefore come from enterprises and individuals. Disparities in investment between different categories of enterprises and in participation between different groups of (un)employed indicate, however, that there are still market imperfections. This raises the issue of the adequacy of existing instruments for stimulating investment in human resources and actually raising the level of investment.

Lens of conservation of resources (COR) theory has been used to study how organizations can create resource passageways for their employees via managers. This has been examined in cross-cultural virtual work teams distributed across time and space within the high-resource loss context of the COVID-19 pandemic.

Longitudinal field design was used in a transnational organization involving data collection at three times over eight months. At Time 1, qualitative methodology was used to propose a conceptual model. At Time 2 and Time 3, an online survey was used to collect data for 205 virtual work teams across 10 countries in the Asia–Pacific region pre and post “manager as coach” training respectively.

Using COR theory, the study highlights that “manager as coach” training is an effective resource for managers in the high resource depletion context of the pandemic. Access to timely support increases saliency for the resource-gain spiral and has a cross-over impact on virtual work team outcomes suggesting transferability of resources from managers to subordinates. Also, managers across all nationalities view coaching training as an equally valuable resource.

The study provides evidence for investment in timely and relevant support for managers to positively and swiftly impact virtual work teams during high-resource loss contexts.

The study expands COR crossover theory across space and time dimensions using a longitudinal field research design.

This chapter discusses key training challenges that organizations need to confront with the objective of building a robust human resource management system. Given the dynamics of the current business environment, training and development has become an indispensable function in global organizations. Building an effective human capital that contributes to continual organizational growth has become the established norm to survive in a competitive business landscape. However, the training and development function is often rendered ineffective, on account of various bottlenecks existing in the organization. Addressing these bottlenecks is quintessential in ensuring the creation of a performance-driven human capital. The goal of this chapter is to draw attention to the training impediments that hinder organizational growth and to diagnose the underlying causes for the same. This chapter concludes with recommendations that organizational decision-makers can leverage in their quest to strengthen the human capital, by utilizing their training and development infrastructure optimally.

The reason often cited for the poor relationship between small businesses and their uptake of vocational education and training is that small business owner‐managers claim that they are too busy to engage in training or any type of learning activity and that most training is of little value to them. The aim of the research is to examine the relationship between these factors.

Using qualitative research methods the study collected data of the knowledge, attitudes and needs of small business owner‐managers, both before and after participation in a training program.

This study has indicated that small business owners are interested in skills development and training opportunities, provided that they are directly applicable to the current situation in their business, and as long as the delivery process is carefully structured in terms of location, time of day, and length of session.

The success of a human resource management training program offers both an incentive for other educators to continue to pursue small business participation and useful guidelines for the implementation and the development of new programs for the small business sector.

The approach taken in this research has offered important insights into the value of training and how it is evaluated by small business owner‐managers. This is important as owner managers are the primary decision makers about whether or not training takes place.