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Article
Publication date: 1 May 1992

John Sinclair and David Collins

Discusses the major difficulties facing human resource developmentin organizations with respect to the role of training and developmentpersonnel who are seen to have been forced…

Abstract

Discusses the major difficulties facing human resource development in organizations with respect to the role of training and development personnel who are seen to have been forced into a reactive position by senior management dictates. Gives an overview of the failure to deliver appropriate training and development and the lack of real commitment to HRD. Puts forward the need for a new kind of training and development professional and the key issues that need to be addressed.

Details

Journal of European Industrial Training, vol. 16 no. 5
Type: Research Article
ISSN: 0309-0590

Keywords

Article
Publication date: 6 February 2007

R.K. Auluck

This paper seeks to study the changing role of training and development over a seven‐year period.

3392

Abstract

Purpose

This paper seeks to study the changing role of training and development over a seven‐year period.

Design/methodology/approach

Quantitative analysis; comparative analysis of 763 training and development/HRD job advertisements featured over a seven month‐period in 1996‐1997 and in 2003‐2004.

Findings

Change in the training and development role has been patchy and not as extensive as some of the literature has suggested.

Research limitations/implications

The study was confined to training and development/HRD job advertisements from one, albeit leading, UK HR magazine and only allowed a seven‐year gap between the two sets of data gathered. It would have been interesting to have analysed job advertisements from multiple sources and over a longer period of time, and to have had a ten‐year gap between the two sets of data. However, the data gathering was a very time‐consuming process which limited the scope of the data gathered.

Practical implications

Practitioners need to consider how the training and development/HRD role is represented to the external world and the implications this has for the perceived image of the profession. Further, given the amount of resources invested in the recruitment process, those compiling job advertisements need to take care to ensure that the final product accurately reflects what is required of the post and incorporates any changes to the role over time.

Originality/value

First study to use training and development/HRD job advertisements to examine the ways in which the role of training and development has changed.

Details

Industrial and Commercial Training, vol. 39 no. 1
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 1 September 1990

Garrett J. Endres and Brian H. Kleiner

Successfully measuring effectiveness in management training anddevelopment can be a difficult task. Design of a valid measurementprogramme should include evaluation in key areas;…

4414

Abstract

Successfully measuring effectiveness in management training and development can be a difficult task. Design of a valid measurement programme should include evaluation in key areas; including emotional reaction and knowledge gain measured after training interventions. Behavioural change and organisational impact measurements should be used on a longer time horizon to evaluate the progress and currency of the management development programme. Finally, research shows that maintaining a balance of the above measurements is the final key to success in measuring the effectiveness of management training and development.

Details

Journal of European Industrial Training, vol. 14 no. 9
Type: Research Article
ISSN: 0309-0590

Keywords

Article
Publication date: 1 August 1980

JAG Jones

The Industrial Training Service was established in 1960 to influence ideas about training at national level and to help put them into practice. This has always been the background…

Abstract

The Industrial Training Service was established in 1960 to influence ideas about training at national level and to help put them into practice. This has always been the background against which ITS in‐company work or individual training and development programmes have been conducted. The Industrial Training Service thus has been one of the links between the realities of day‐to‐day work carried out in organisations, and the thinking at national level, which guides the policies and practices of training and human resource development. This article describes how the development of the ITS over the past 20 years has paralleled the evolution of training in the UK. It describes a working model which has guided its development and uses it to make some analysis and prediction for the next 20 years.

Details

Industrial and Commercial Training, vol. 12 no. 8
Type: Research Article
ISSN: 0019-7858

Article
Publication date: 1 July 1987

Thomas N. Garavan

The idea that learning is a natural human activity which takes place in a relatively non‐contrived way as part of everyday life has, in the author's experience, been lost when one…

Abstract

The idea that learning is a natural human activity which takes place in a relatively non‐contrived way as part of everyday life has, in the author's experience, been lost when one considers the present state of training and development in many modern organisations. While it is accepted that some contrivance of the learning activity is necessary in order to make it more effective, there has been something of an obsession amongst trainers and consultants to come up with new methods and approaches, rather than concentrating on helping people to learn. Furthermore, the training function has tended not to emphasise the important role that the line manager plays in the development activity within the modern organisation. This may have arisen because the training function wanted to demonstrate ownership and establish a power base within the organisation; however, centralised ownership of training and development does not lend itself to the promotion and undertaking of non‐contrived on‐the‐job/natural development activities.

Details

Journal of European Industrial Training, vol. 11 no. 7
Type: Research Article
ISSN: 0309-0590

Article
Publication date: 1 November 1995

Thomas N. Garavan

Reports empirical evidence on stakeholders′ perceptions vis‐à‐vis the HRD function. Examines both internal andexternal HRD stakeholder groups and identifies their…

3364

Abstract

Reports empirical evidence on stakeholders′ perceptions vis‐à‐vis the HRD function. Examines both internal and external HRD stakeholder groups and identifies their expectations, values, beliefs and evaluation criteria as they relate to the HRD function within the organization.

Details

Journal of European Industrial Training, vol. 19 no. 10
Type: Research Article
ISSN: 0309-0590

Keywords

Book part
Publication date: 16 October 2003

Xiaowei Luo

Research on employee training has largely focused on either the employer or employees, and has investigated the likelihood or amount of training rather than the content of training

Abstract

Research on employee training has largely focused on either the employer or employees, and has investigated the likelihood or amount of training rather than the content of training. Our understanding about how organizations decide to focus on different skills therefore remains constrained. To address this issue, the current study examines what affects training consulting organizations’ focus on different types of training, and in particular, their focus on personal development training, a highly popular type of training in recent years. Training organizations have become an increasingly important supplier in the training field. Building on the neo-institutional perspective of organizations, I propose an institutional analysis of training organizations. I argue that at a fundamental level, the kinds of skills organizations consider useful (such as specific-technical, general-technical, human relations, and personal development skills), are affected by the shared organizing principles of their time, and I draw on the research on managerial ideology to understand how such shared frameworks evolved over time. Training organizations try to conform to the dominant organizational model at their founding in order to gain legitimacy for their product offerings and convince their clients of the efficacy of their services. The focus of training is thus shaped by the dominant organizational model at founding and tends to stay with training organizations. Specifically, I argue that training organizations founded later in time, when the participatory citizenship model of organization became dominant, are more likely to focus on personal development. I analyze a 10% random sample (N=269) of the population of training organizations in 1994 with logistic models. Empirical results are consistent with the proposed link between the skills trained and the dominant organizational model at the training organizations’ founding. Characteristics of training organizations focused on personal development are also compared with those focused on other types of training. The implication of this study for the classic question, “why do employers provide general-skill training?” is discussed.

Details

The Sociology of Job Training
Type: Book
ISBN: 978-0-76230-886-6

Book part
Publication date: 18 November 2020

Ramnath Dixit and Vinita Sinha

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…

Abstract

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.

Details

Contemporary Global Issues in Human Resource Management
Type: Book
ISBN: 978-1-80043-393-9

Keywords

Article
Publication date: 1 April 1995

Nicola Mindell

Reports that most organizations see training and development as theprovince of the human resource department. Proposes that responsibilityfor this should be placed in the hands of…

6010

Abstract

Reports that most organizations see training and development as the province of the human resource department. Proposes that responsibility for this should be placed in the hands of the line manager. Investigates how the responsibility for training and development can be successfully transferred to the line manager. Concludes with a series of key learning points which help in the implementation of this strategy.

Details

Management Development Review, vol. 8 no. 2
Type: Research Article
ISSN: 0962-2519

Keywords

Article
Publication date: 12 October 2020

Jinquan Zhou

The purpose of this paper is to discuss characteristics of dealers training and development in Macau gambling industry by investigating and analyzing the current dealers training

Abstract

Purpose

The purpose of this paper is to discuss characteristics of dealers training and development in Macau gambling industry by investigating and analyzing the current dealers training and development status of Macau gambling casinos. Training and development prepare and enhance dealer's knowledge and skills to enable them to adapt to the working environment and create a career opportunity in their organization.

Design/methodology/approach

In-depth interviews were conducted with Macau casino human recourse manger, and questionnaire survey was used to investigate the views of dealers in training and development provided by their organization.

Findings

This paper revealed that the development and training of Macao's dealers are mainly in individual professional skills, including executive ability, professional attitude and communication skills training. According to the current situation of dealer's training and development, a human resource investment policy is that the government requires undertaking a part of the work in the dealers' community.

Research limitations/implications

This paper examined the current demand for talents in Macau gambling casinos focusing on dealers' survey of the casino's training concepts, including training perception, organization arrangement and training information, etc. It is the least published official information, and training and development program in Macau gambling industry wreaked the questionnaire design.

Practical implications

This survey first time revealed a characteristic of dealer's human resources training and development in the Macau gambling industry. The authors got comprehensive and profound understanding of dealers' job skills and career development needs through the professional position and job characteristics investigation and analysis.

Social implications

The investigation reveals the inadequately training offered for dealers pre-employment. At least, it cannot meet the gambling industry's basic needs for dealer occupation in many ways. The school's training of dealers and the training provided by the casino has a huge gap, which the school's training is a short-term, compared to the gambling enterprises on the professional skills requirements of recruit dealers. But the school in long-term provide a wider range of knowledge for dealers career development.

Originality/value

This research conducted by the author in 2017 showed that dealer training and development views could be used to in the gambling industry in human resource practical management.

Details

Asian Education and Development Studies, vol. 11 no. 4
Type: Research Article
ISSN: 2046-3162

Keywords

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