Pub Date : 2013-04-12DOI: 10.1108/03090599910302604
C. Dougherty, Jee‐Peng Tan
Appraises the scope for cost‐ effective government intervention into the mobilization of resources for training, examining measures catalytic in nature as well as direct interventions. Asserts that economic recession and shrinking government revenues have led to a reconsideration of the role played by the state in training provision and to a growing acknowledgement and appreciation of the role of the private sector. Suggests that although the documentation is incomplete, the government is, and has always been, the junior partner. Discusses how training is financed by the private sector. Analyses situations where privately financed training provision may be sub‐optimal in scale and where there are grounds for government intervention. Addresses the issues of how best to provide financial incentives and mobilize the resources required for financial intervention.
{"title":"Financing Training: Issues and Options.","authors":"C. Dougherty, Jee‐Peng Tan","doi":"10.1108/03090599910302604","DOIUrl":"https://doi.org/10.1108/03090599910302604","url":null,"abstract":"Appraises the scope for cost‐ effective government intervention into the mobilization of resources for training, examining measures catalytic in nature as well as direct interventions. Asserts that economic recession and shrinking government revenues have led to a reconsideration of the role played by the state in training provision and to a growing acknowledgement and appreciation of the role of the private sector. Suggests that although the documentation is incomplete, the government is, and has always been, the junior partner. Discusses how training is financed by the private sector. Analyses situations where privately financed training provision may be sub‐optimal in scale and where there are grounds for government intervention. Addresses the issues of how best to provide financial incentives and mobilize the resources required for financial intervention.","PeriodicalId":181682,"journal":{"name":"Journal of European Industrial Training","volume":"116 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-04-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129351465","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Turkey's tourism industry prepares for rapid development from growing fledgling to top flight currency earners in the 1990s.
20世纪90年代，土耳其的旅游业正准备从羽翼未丰的新兴产业迅速发展为顶级的赚钱产业。
{"title":"A National Hospitality Curriculum for Turkey","authors":"Gerald A. Woolfenden","doi":"10.1108/EB002405","DOIUrl":"https://doi.org/10.1108/EB002405","url":null,"abstract":"Turkey's tourism industry prepares for rapid development from growing fledgling to top flight currency earners in the 1990s.","PeriodicalId":181682,"journal":{"name":"Journal of European Industrial Training","volume":"209 4","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-04-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"113980623","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-04-11DOI: 10.1108/EUM0000000000219
T. Garavan
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.
{"title":"Strategic Human Resource Development.","authors":"T. Garavan","doi":"10.1108/EUM0000000000219","DOIUrl":"https://doi.org/10.1108/EUM0000000000219","url":null,"abstract":"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.","PeriodicalId":181682,"journal":{"name":"Journal of European Industrial Training","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-04-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115187581","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2011-11-01DOI: 10.1108/03090591111185556
Tien-chen Chien, G. McLean
Purpose – This study aims to explore the intercultural training needs for US business expatriates on assignment in Taiwan. The study assesses Taiwan culture‐specific training needs of US expatriates from the perspectives of both US expatriates and their Taiwanese colleagues and compares the perceived importance of these intercultural training needs between these two groups.Design/methodology/approach – This study used the survey method to assess the opinions of US business expatriates as well as their Taiwanese colleagues. A questionnaire was developed for the study. A total of 26 items were identified as knowledge and skills needed for US business expatriates in Taiwan. The items all fall within six categories: knowledge of the nation, relationship building, interpersonal communication, business protocol, legal issues, and living in Taiwan.Findings – Data collected from 78 US respondents and 78 Taiwanese respondents were analyzed using matched pairs t‐tests. Between‐group differences for the overall 26 i...
{"title":"Intercultural Training for US Business Expatriates in Taiwan.","authors":"Tien-chen Chien, G. McLean","doi":"10.1108/03090591111185556","DOIUrl":"https://doi.org/10.1108/03090591111185556","url":null,"abstract":"Purpose – This study aims to explore the intercultural training needs for US business expatriates on assignment in Taiwan. The study assesses Taiwan culture‐specific training needs of US expatriates from the perspectives of both US expatriates and their Taiwanese colleagues and compares the perceived importance of these intercultural training needs between these two groups.Design/methodology/approach – This study used the survey method to assess the opinions of US business expatriates as well as their Taiwanese colleagues. A questionnaire was developed for the study. A total of 26 items were identified as knowledge and skills needed for US business expatriates in Taiwan. The items all fall within six categories: knowledge of the nation, relationship building, interpersonal communication, business protocol, legal issues, and living in Taiwan.Findings – Data collected from 78 US respondents and 78 Taiwanese respondents were analyzed using matched pairs t‐tests. Between‐group differences for the overall 26 i...","PeriodicalId":181682,"journal":{"name":"Journal of European Industrial Training","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125296195","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2011-11-01DOI: 10.1108/03090591111185565
R. Warhurst
Purpose – This is an empirical article which aims to examine the extent and nature of management role modelling and the learning achieved from role modelling. The article argues that the spread of taught management development and formal mentoring programmes has resulted in the neglect of practice‐knowledge and facets of managerial character formation, the learning of which are largely attributable to informal role modelling.Design/methodology/approach – Empirical research was conducted with middle manager respondents who compiled portfolios of images representing the process of their “becoming” managers. Respondents then participated in in‐depth interviews to explore their portfolios.Findings – Respondents typically learned from observing several positive role models and at least one negative role model. Positive role models were selected on the basis of charisma but also competence and contextual compatibility. The key lessons respondents learned from role models involved values, attitudes and ethical s...
{"title":"Role modelling in manager development: learning that which cannot be taught","authors":"R. Warhurst","doi":"10.1108/03090591111185565","DOIUrl":"https://doi.org/10.1108/03090591111185565","url":null,"abstract":"Purpose – This is an empirical article which aims to examine the extent and nature of management role modelling and the learning achieved from role modelling. The article argues that the spread of taught management development and formal mentoring programmes has resulted in the neglect of practice‐knowledge and facets of managerial character formation, the learning of which are largely attributable to informal role modelling.Design/methodology/approach – Empirical research was conducted with middle manager respondents who compiled portfolios of images representing the process of their “becoming” managers. Respondents then participated in in‐depth interviews to explore their portfolios.Findings – Respondents typically learned from observing several positive role models and at least one negative role model. Positive role models were selected on the basis of charisma but also competence and contextual compatibility. The key lessons respondents learned from role models involved values, attitudes and ethical s...","PeriodicalId":181682,"journal":{"name":"Journal of European Industrial Training","volume":"65 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133063752","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2011-11-01DOI: 10.1108/03090591111185583
P. Harrison
Purpose – This paper aims to focus on the role of line management and learning culture in the development of professional practice for the human resource (HR) practitioner.Design/methodology/approach – Three‐year longitudinal, matched‐pair study involving five participants and their line managers.Findings – Two of the five participants experienced greater career growth and professional development, due to various factors; the roles of line management and learning culture.Research limitations/implications – Limitations are the nature of the research and small numbers in the study. This paper considers only two of the five categories that emerged and does not include the quantitative data findings.Practical implications – Greater attention needs to be given to informal learning processes and knowledge‐sharing activities in organisations.Originality/value – Due to a number of constraints, the longitudinal method used in this research is rare. There are significant benefits to gathering data over a period of ...
{"title":"Learning Culture, Line Manager and HR Professional Practice.","authors":"P. Harrison","doi":"10.1108/03090591111185583","DOIUrl":"https://doi.org/10.1108/03090591111185583","url":null,"abstract":"Purpose – This paper aims to focus on the role of line management and learning culture in the development of professional practice for the human resource (HR) practitioner.Design/methodology/approach – Three‐year longitudinal, matched‐pair study involving five participants and their line managers.Findings – Two of the five participants experienced greater career growth and professional development, due to various factors; the roles of line management and learning culture.Research limitations/implications – Limitations are the nature of the research and small numbers in the study. This paper considers only two of the five categories that emerged and does not include the quantitative data findings.Practical implications – Greater attention needs to be given to informal learning processes and knowledge‐sharing activities in organisations.Originality/value – Due to a number of constraints, the longitudinal method used in this research is rare. There are significant benefits to gathering data over a period of ...","PeriodicalId":181682,"journal":{"name":"Journal of European Industrial Training","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121612017","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2011-11-01DOI: 10.1108/03090591111185574
J. Swift, James Wallace
Purpose – This study aims to examine a German multinational that uses English as the common corporate language (CCL) for internal communications with its international subsidiaries/agencies. It examines use of English within the workplace, and problems/opportunities it presents to those who use it.Design/methodology – The questionnaire was piloted with a German employee on placement in the UK. The e‐mail questionnaire was then used to collect data from a random sample of 10 per cent (142) of respondents in non‐English‐speaking countries, using the company database.Findings – CCL is supported by employees and English is used widely: a total of 90 per cent of respondents need to speak English for their job, and wish to continue English training – a virtuous circle of instrumental motivation. Varying levels of fluency create problems in meetings, and dissuade some from contributing. Whilst most wish to continue their English training, few currently take lessons.Practical implications – In meetings, use hando...
{"title":"Using English as the common corporate language in a German multinational","authors":"J. Swift, James Wallace","doi":"10.1108/03090591111185574","DOIUrl":"https://doi.org/10.1108/03090591111185574","url":null,"abstract":"Purpose – This study aims to examine a German multinational that uses English as the common corporate language (CCL) for internal communications with its international subsidiaries/agencies. It examines use of English within the workplace, and problems/opportunities it presents to those who use it.Design/methodology – The questionnaire was piloted with a German employee on placement in the UK. The e‐mail questionnaire was then used to collect data from a random sample of 10 per cent (142) of respondents in non‐English‐speaking countries, using the company database.Findings – CCL is supported by employees and English is used widely: a total of 90 per cent of respondents need to speak English for their job, and wish to continue English training – a virtuous circle of instrumental motivation. Varying levels of fluency create problems in meetings, and dissuade some from contributing. Whilst most wish to continue their English training, few currently take lessons.Practical implications – In meetings, use hando...","PeriodicalId":181682,"journal":{"name":"Journal of European Industrial Training","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116271307","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Purpose – This paper aims to explore the performance appraisal (PA) aspects that are connected with organizational justice, and more specifically three kinds of justice, namely distributive, procedural and interactional justice.Design/methodology/approach – The research is based on a sample of 170 respondents who answered a questionnaire giving their perceptions on the purpose and criteria of PA, their satisfaction from PA and organizational justice.Findings – The results show that procedural, distributive and interactional justice are related with different elements of performance appraisal. Elements of satisfaction are strongly related to all aspects of organizational justice. The PA criteria are related to procedural justice.Research limitations/implications – The main limitation is that the research provides information based only on one source, that of the appraisee. However, it highlights the role of employee satisfaction to organizational justice, linking different sources of satisfaction to differ...
{"title":"Organizational justice and employee satisfaction in performance appraisal","authors":"Anastasios Palaiologos, Panagiotis Papazekos, Leda Panayotopoulou","doi":"10.1108/03090591111168348","DOIUrl":"https://doi.org/10.1108/03090591111168348","url":null,"abstract":"Purpose – This paper aims to explore the performance appraisal (PA) aspects that are connected with organizational justice, and more specifically three kinds of justice, namely distributive, procedural and interactional justice.Design/methodology/approach – The research is based on a sample of 170 respondents who answered a questionnaire giving their perceptions on the purpose and criteria of PA, their satisfaction from PA and organizational justice.Findings – The results show that procedural, distributive and interactional justice are related with different elements of performance appraisal. Elements of satisfaction are strongly related to all aspects of organizational justice. The PA criteria are related to procedural justice.Research limitations/implications – The main limitation is that the research provides information based only on one source, that of the appraisee. However, it highlights the role of employee satisfaction to organizational justice, linking different sources of satisfaction to differ...","PeriodicalId":181682,"journal":{"name":"Journal of European Industrial Training","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123582012","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2011-09-27DOI: 10.1108/03090591111168375
Robin Yap
{"title":"Learning and Talent Development","authors":"Robin Yap","doi":"10.1108/03090591111168375","DOIUrl":"https://doi.org/10.1108/03090591111168375","url":null,"abstract":"","PeriodicalId":181682,"journal":{"name":"Journal of European Industrial Training","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114717708","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2011-09-27DOI: 10.1108/03090591111168357
Richard Griffin
Journal of European Industrial Training V. 35 (8) 2011. Purpose – This paper seeks to argue that workplace learning evaluation theory and practice is still an emergent field and that this creates a number of challenges for practitioners and researchers alike. Design/methodology/approach – This is a descriptive paper based on a critical review of existing approaches and the research literature. Findings – While programme evaluation has a long history, workplace learning evaluation is yet to establish itself as a distinct field. This has a number of consequences including the lack of a single or settled view on how workplace learning should be evaluated or what specific aspects of learning should be investigated. Practical implications – The need to demonstrate a return on investment in organisational learning is as pressing as ever. To become more effective training evaluation methods need to be grounded in a theory. This article aims to provide an informed perspective on the current state of workplace evaluation along with insights into how evaluation can be placed on firmer theoretical foundations in order to produce robust findings in a practitioner friendly way. Originality/value – This paper provides original insights into the development of workplace evaluation approaches and the challenges the field faces.
{"title":"Seeing the wood for the trees: workplace learning evaluation","authors":"Richard Griffin","doi":"10.1108/03090591111168357","DOIUrl":"https://doi.org/10.1108/03090591111168357","url":null,"abstract":"Journal of European Industrial Training V. 35 (8) 2011. Purpose – This paper seeks to argue that workplace learning evaluation theory and practice is still an emergent field and that this creates a number of challenges for practitioners and researchers alike.\u0000Design/methodology/approach – This is a descriptive paper based on a critical review of existing approaches and the research literature.\u0000Findings – While programme evaluation has a long history, workplace learning evaluation is yet to establish itself as a distinct field. This has a number of consequences including the lack of a single or settled view on how workplace learning should be evaluated or what specific aspects of learning should be investigated.\u0000Practical implications – The need to demonstrate a return on investment in organisational learning is as pressing as ever. To become more effective training evaluation methods need to be grounded in a theory. This article aims to provide an informed perspective on the current state of workplace evaluation along with insights into how evaluation can be placed on firmer theoretical foundations in order to produce robust findings in a practitioner friendly way.\u0000Originality/value – This paper provides original insights into the development of workplace evaluation approaches and the challenges the field faces.","PeriodicalId":181682,"journal":{"name":"Journal of European Industrial Training","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-09-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115902152","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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