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The current study examines the effect of fraud training on auditors' ability to identify fraud risk factors. This is important because most auditors have little or no direct experience with fraud; thus, research that investigates the potential effect of indirect experience through training is vitally important to fraud detection and audit quality. A total of 369 experienced auditors completed a complex audit simulation task that involved 15 seeded fraud risk red flags. A total of 143 auditors participated in a 30-minute training session focused specifically on fraud risk, while the remaining 226 auditors learned about general internal control risk during this time block. The results indicate that auditors with fraud training identified significantly more red flags and obtained greater knowledge about fraud risk than auditors who did not receive the training. Considering that the fraud training consumed only 30 minutes out of a 64-hour training session, the findings suggest that even modest exposure to fraud training is quite effective.

The purpose of this case study is to highlight the efficacy of Augmented Reality (AR) as an effective tool to facilitate training transfer of behavioral skills and knowledge imparted during the training program, back on the job.

Insights were gathered through qualitative assessments in the form of post-training depth interviews with participants, with the objective of investigating the success of AR as an effective training transfer tool.

The findings of the study revealed encouraging results related to the application of AR towards training transfer at the workplace. The learners revealed positive impact of AR on training transfer and found the experience to be highly enriching.

The study offers insights in the domain of technology enabled tools such as AR to drive transfer of training through an immersive and engaging learning environment.

AR as a training transfer tool can bridge the gap between training delivery and training implementation in behavioral trainings for several key industries, thus eliminating geographic and language barriers for learners.

The study is first of its kind and promises further inquiry in the domain of organizational learning and development. Insights revealed in this case are gathered through personal experience and offer a new perspective towards training transfer at the workplace.

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.

Training is a form of investment in human capital. As with other forms of investments, employers, understandably, expect returns on their investment in human capital. Dealing with employees′ requests for qualifications training poses a major problem for many employers. This is because, in very many cases, qualifications training courses are general, and are not geared to the specific needs of a particular employer. Furthermore, qualifications training enhances an employee′s mobility within the labour market. While many employers are aware of these points, they also realize that employees are less likely to become frustrated and leave if opportunities for further training and development are available within the organization. Drawing on the practice in some organizations, offers a framework which will enable employers to devise a strategic qualifications training policy.

Examines environmental protection as a training concept which is receiving increasing attention in all fields of the education system. Discusses systems employed in the German education system and suggests that all young people should be allowed to develop ethical standards as an orientation for their future lives. Proposes that environmental protection should become part of vocational training. Suggests that this is however a slow and labourious process and offers recommendations for the promotion of vocational environmental training.

Describes a study which aims to reveal the current methods and tools of training in US hospitality firms and to discover the opinions of those using them as to whether the methods and tools are effective and efficient. Hospitality training executives were surveyed and asked to identify the methods and tools used in their organization, to rate each method and tool, and to give suggestions for improvement if they believed it was needed. Answers were compared according to position of the respondent, size of company based on number of employees, annual sales, and level of company.

For almost a decade I have been a student of British developments in industrial relations and industrial training. During the same period I have been involved in these fields in the United States, particularly in California. California has been expanding at a very rapid rate in the areas of general education, higher education, and technical and vocational education. Consequently my point of view is that of a Californian as well as an American. We have many ‘Scotlands’ and ‘Wales’ in the United States: the quantity and quality of industrial training varies tremendously from one part of the country to the next. This makes it very difficult to say without considerable qualification what is being developed in America. However, there is a growing movement to establish an effective national manpower policy including industrial training and because of this what is being done in Britain is of considerable interest to those in the United States who have responsibilities in this area.

This paper aims to explore advantages, disadvantages, advice and concerns regarding workforce cross training practices, as well as examples of businesses and organizations that have successfully implemented cross training programs.

This article is a general review, based on the literature available and the knowledge and expertise of the authors.

There are a number of realities, such as increased training cost, questionable improvement in productivity, complexity of workflow, and employee resistance, that an employer must consider carefully before moving towards a cross training approach. At the same time, cross training can provide employees with learning and growth opportunities that can help them be ready for emergencies, recessions, and the competition of a global economy.

This article adds to the literature on workforce cross training and will be of interest to those involved in that field.

Examines the link between the institutional structure of the market for training and economic performance. Suggests that the market for training has a major potential for failure and that institutional structures are needed to mitigate this. Outlines the main structures which have been developed in different countries. Concludes that there is no single institutional arrangement which is optimal but that countries performing best internationally seem to be those which take the potential for failure most seriously.

In the summer of 1977 a project was carried out by the Directorate of Training into the uses made of the Report Training for the Management of Human Resources. This is generally known as the Hayes Report because Mr F.C. Hayes, at the time of the publication of the Report in 1972 with the Foundry Industry Training Committee, was the Chairman of the sub‐committee which produced the Report. The sub‐committee itself was part of a joint industrial training board committee for Training in Commercial and Administrative Occupations. Joint Board Committees were established under a procedure laid down in 1968 by the Central Training Council to co‐ordinate the preparation of training recommendations for occupations which were found in more than one industry.