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This special “Anbar Abstracts” issue of the Industrial and Commercial Training is split into five sections covering abstracts under the following headings:Education/Graduates/Students; Training/Learning Techniques; Management Development; Career/Human Resources Development; Training Technology.

This special “Anbar Abstracts” issue of the International Journal of Manpower is split into seven sections covering abstracts under the following headings: Human Resource Management; Career Planning & Recruitment; Women/Dependant Care; Health & Safety ; Education &Training ; Industrial Relations & Participation ; Redundancy.

There are decades of research analyzing turnover in the hospitality industry and yet it remains nearly double other industries. Whereas previous studies have analyzed training and its impact on turnover, the purpose of this paper is to look at the direct relationship between training at the management level and how this impacts their direct employees’ turnover intentions.

This study utilized annual evaluation data from two luxury resorts in the southeast USA. Exploratory factor analysis was conducted which resulted in four factors: management style, manager/employee relations, manager training and employee turnover intentions. Multiple regression was utilized to assess these relationships between factors.

The analyses show that an employee’s perception of his or her manager was inversely related to turnover intentions. Additionally, it was found that management training and management style had a significant inverse relationship with employee turnover intentions. Finally, this study found that as manager training increases, employee turnover intentions decrease. This research indicates that if hotels invest in management training then there will be a reduction in employee turnover intention.

The sample consisted of only two luxury full service hotels in the southeastern USA. Both luxury hotels recruited a significant amount of employees from local universities; therefore, the workforce was more educated than other hotels. This study should be replicated across hotel types and throughout various locations.

This research has relevant implications for practitioners. General managers should analyze their training requirements and fiscal appropriations. This research finds that if hotels invest in management training then there will be a reduction in employee turnover. If managers had more training, this study indicates that employees would view their managers more favorably, feel closer to their managers and have less of a desire to leave the organization.

Extant research has shown that employee training programs impact employee turnover and that manager training programs impact manager turnover. This study extends that research by showing that these segments are not autonomous; manager training has a significant direct effect on employee turnover intention. This has not been studied in turnover intention literature suggests that this could be the missing variable in the body of turnover research.

This article reviews some of the literature on strategic human resource development focusing in particular on the characteristics of such activities, conditions necessary for the promotion of HRD and the possible benefits to an organisation pursuing such activities. Empirical evidence is presented on HRD policy formulation and planning processes in Irish High Technology companies. In conclusion a number of critical issues are considered which must be focused upon by organisations wishing to develop a strategic focus in their HRD activities.

This special “Anbar Abstracts” issue of Education + Training is split into five sections covering abstracts under the following headings: Education; Management Development; Training Techniques; Skills Training; General Training.

The concept of maximizing “employee voice” is examined in VW66 (see page 51) which looks at the various techniques which organizations use to provide this facility which may take the form, for example, of collective bargaining or a grievance procedure. Installing formal processes for employees to be heard appears to be on the increase, ranging from mandatory work councils which are a feature of many western European countries, to the various voluntary mechanisms which predominate in the USA.

After 25 years of studying IBM, General Electric, Polaroid and Xerox, Professor Brian Quinn of the Amos Tuck Business School in Chicago, found that not one major product had come from the formal planning process. Instead, many successful innovations had come from the “wrong” places — from people with an obsession about something, from people who stumble on to something by accident, or from people who found a new use for an existing product.

THE VALUE OF ABSTRACTS AND THEIR USE ‐ Being in possession of the “right” information is vital in maintaining competitiveness in the modern business age. There is a mass of information “out there” in the environment, so coping with it, managing it effectively, and selecting from it that which is useful, would appear to be the key to success.

The purpose of this paper is to explore the nature and extent of management development and training in Palestinian telecommunication organizations using a basic trichotomous (three-stage) model: needs assessment, training development, and evaluation.

A survey questionnaires supported by semi-structured interviews was conducted to capture and corroborate the issues raised by middle and senior managers. Subsequently, the valid data were analysed using Statistical Package for the Social Sciences and was tabulated for the purpose of interpretation and comparison with the findings available from literature.

Despite the systematic approach to training and development, the findings revealed inadequacy deriving from heavy emphasis on conventional methods throughout the three stages particularly the formal in-house training; the current system does not offer a holistic approach to meet the challenging needs for management development.

The study adopts an exploratory in depth empirical investigation in Palestinian telecommunication organizations, it provides insight into management training and development in the private sector in Palestine. It has profound theoretical and practical implications for the increased effectiveness of management in the region and beyond.

The use of trichotomous approach explores the entire process, rather than implementation alone, thus the findings will have practical implications for the researcher and practitioners to design, implement, and systematically appraise the effectiveness of training development initiatives.

This paper offers both professionals and academics a fresh perspective on training and development in Palestinian telecommunication organizations; it highlights the importance of such activity, and stresses on the need for the design of programmes that can adequately incorporate the individual and corporate needs for development.

This special “Anbar Abstracts” issue of Education + Training is split into five sections covering abstracts under the following headings: Education; Management development; Training techniques; Skills training; General training.