Pub Date : 2010-07-27DOI: 10.1108/03090591011061239
L. Bierema
Purpose – The purpose of this paper is to empirically illustrate how human resource development (HRD) resists and omits issues of diversity in academic programs, textbooks, and research; analyze the research on HRD and diversity over a ten‐year period; discuss HRD's resistance to diversity; and offer some recommendations for a more authentic integration of diversity into HRD research, teaching, and practice.Design/methodology/approach – The paper analyzes common HRD textbooks and refereed diversity research over a ten‐year period to examine the amount of HRD research is being conducted in the area of diversity.Findings – The paper found that HRD overwhelmingly omits diversity topics, in contradiction to its claims of “diversity” as a legitimate part of the field. The paper concludes that HRD's omission of diversity is a form of resistance since fundamentally addressing diversity threatens HRD's performative frameworks and practices.Practical implications – The paper has implications for scholars and pract...
{"title":"Resisting HRD's resistance to diversity","authors":"L. Bierema","doi":"10.1108/03090591011061239","DOIUrl":"https://doi.org/10.1108/03090591011061239","url":null,"abstract":"Purpose – The purpose of this paper is to empirically illustrate how human resource development (HRD) resists and omits issues of diversity in academic programs, textbooks, and research; analyze the research on HRD and diversity over a ten‐year period; discuss HRD's resistance to diversity; and offer some recommendations for a more authentic integration of diversity into HRD research, teaching, and practice.Design/methodology/approach – The paper analyzes common HRD textbooks and refereed diversity research over a ten‐year period to examine the amount of HRD research is being conducted in the area of diversity.Findings – The paper found that HRD overwhelmingly omits diversity topics, in contradiction to its claims of “diversity” as a legitimate part of the field. The paper concludes that HRD's omission of diversity is a form of resistance since fundamentally addressing diversity threatens HRD's performative frameworks and practices.Practical implications – The paper has implications for scholars and pract...","PeriodicalId":181682,"journal":{"name":"Journal of European Industrial Training","volume":"196 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115185611","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 : 2010-07-27DOI: 10.1108/03090591011061185
D. McGuire, Mammed Bagher
Purpose – The purpose of this paper is to review the literature on diversity training and examine the effect of power, privilege and politics on diversity in organisations.Design/methodology/approach – This is a conceptual paper examining the arguments in favour and against diversity training in organisations. It identifies the presence of dominant groups in society leading to the marginalisation and oppression of minority diverse groups. It introduces the papers to the special issue under the three themes of: organisational impacts and outcomes; identify and self‐presentation and resistance to diversity.Findings – The value of diversity training to promoting inclusivity, equality and fairness in organisations is underlined as is the importance of the human resource development community adopting a more proactive role in addressing the issue of diversity through research and course cirricula.Originality/value – The paper introduces this special issue in “Diversity training in organisations” by examining t...
{"title":"Diversity training in organisations: an introduction","authors":"D. McGuire, Mammed Bagher","doi":"10.1108/03090591011061185","DOIUrl":"https://doi.org/10.1108/03090591011061185","url":null,"abstract":"Purpose – The purpose of this paper is to review the literature on diversity training and examine the effect of power, privilege and politics on diversity in organisations.Design/methodology/approach – This is a conceptual paper examining the arguments in favour and against diversity training in organisations. It identifies the presence of dominant groups in society leading to the marginalisation and oppression of minority diverse groups. It introduces the papers to the special issue under the three themes of: organisational impacts and outcomes; identify and self‐presentation and resistance to diversity.Findings – The value of diversity training to promoting inclusivity, equality and fairness in organisations is underlined as is the importance of the human resource development community adopting a more proactive role in addressing the issue of diversity through research and course cirricula.Originality/value – The paper introduces this special issue in “Diversity training in organisations” by examining t...","PeriodicalId":181682,"journal":{"name":"Journal of European Industrial Training","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128693408","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 : 2010-07-27DOI: 10.1108/03090591011061202
M. Yap, M. Holmes, Charity-Ann Hannan, W. Cukier
Purpose – The purpose of this paper is to investigate the association between employees' perceptions of diversity training (DT) existence and effectiveness with organizational commitment (OC), and career satisfaction (CS).Design/methodology/approach – The analyses in this paper utilize survey data collected between 2006 and 2007 from over 11,000 managers, professionals, and executives working in nine large organizations in corporate Canada. The survey included questions about employees' perceptions of their work experiences and outcomes and their organizations' diversity practices. Comparisons of means as well as multivariate regression analyses were undertaken.Findings – The paper shows that employees who perceived DT to be effective were significantly more committed to their organizations and more satisfied with their careers than employees who perceived DT to be ineffective or non‐existent.Research limitations/implications – The paper examines the linkages between DT, OS, and CS based on survey respons...
{"title":"The relationship between diversity training, organizational commitment, and career satisfaction","authors":"M. Yap, M. Holmes, Charity-Ann Hannan, W. Cukier","doi":"10.1108/03090591011061202","DOIUrl":"https://doi.org/10.1108/03090591011061202","url":null,"abstract":"Purpose – The purpose of this paper is to investigate the association between employees' perceptions of diversity training (DT) existence and effectiveness with organizational commitment (OC), and career satisfaction (CS).Design/methodology/approach – The analyses in this paper utilize survey data collected between 2006 and 2007 from over 11,000 managers, professionals, and executives working in nine large organizations in corporate Canada. The survey included questions about employees' perceptions of their work experiences and outcomes and their organizations' diversity practices. Comparisons of means as well as multivariate regression analyses were undertaken.Findings – The paper shows that employees who perceived DT to be effective were significantly more committed to their organizations and more satisfied with their careers than employees who perceived DT to be ineffective or non‐existent.Research limitations/implications – The paper examines the linkages between DT, OS, and CS based on survey respons...","PeriodicalId":181682,"journal":{"name":"Journal of European Industrial Training","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116493809","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 : 2010-07-27DOI: 10.1108/03090591011061257
T. Garavan
Human Resource DevelopmentHuman Resource DevelopmentThe Cultural Context of Human Resource DevelopmentThe History of Human Resource DevelopmentThe Routledge Companion to Human Resource DevelopmentThe Challenge of DevelopmentHuman Resource ManagementNew Frontiers in HRDThe Handbook of Human Resource DevelopmentFoundations of Human Resource DevelopmentStrategic Human Resource DevelopmentFoundations of Human Resource Development (2nd Edition) (Large Print 16pt)Human Resources and Their Development Volume IContemporary Global Issues in Human Resource ManagementHuman Resource DevelopmentHuman Resource DevelopmentHuman Resource DevelopmentHuman Resource Management, 6th editionHuman Resource DevelopmentThe Nonprofit Human Resource Management HandbookIdentity as a Foundation for Human Resource DevelopmentHandbook of Human Resource DevelopmentHandbook of Research Methods on Human Resource DevelopmentHuman Resource DevelopmentHuman Resource Development in South KoreaHuman Resources Development (HRD)Human Resource DevelopmentHuman Resource DevelopmentFoundations of Human Resource DevelopmentHuman Resource Development in VietnamStrategic Human Resource Development : Concepts and PracticesHuman Resource Development Research HandbookPrinciples Of Human Resource DevelopmentHuman Resource DevelopmentManaging Human Resource Development ProgramsHuman Resource DevelopmentCareer DevelopmentHandbook of Human Resources Management in GovernmentSearching for the Human in Human Resource Management
{"title":"Human Resource Development: Theory and Practice","authors":"T. Garavan","doi":"10.1108/03090591011061257","DOIUrl":"https://doi.org/10.1108/03090591011061257","url":null,"abstract":"Human Resource DevelopmentHuman Resource DevelopmentThe Cultural Context of Human Resource DevelopmentThe History of Human Resource DevelopmentThe Routledge Companion to Human Resource DevelopmentThe Challenge of DevelopmentHuman Resource ManagementNew Frontiers in HRDThe Handbook of Human Resource DevelopmentFoundations of Human Resource DevelopmentStrategic Human Resource DevelopmentFoundations of Human Resource Development (2nd Edition) (Large Print 16pt)Human Resources and Their Development Volume IContemporary Global Issues in Human Resource ManagementHuman Resource DevelopmentHuman Resource DevelopmentHuman Resource DevelopmentHuman Resource Management, 6th editionHuman Resource DevelopmentThe Nonprofit Human Resource Management HandbookIdentity as a Foundation for Human Resource DevelopmentHandbook of Human Resource DevelopmentHandbook of Research Methods on Human Resource DevelopmentHuman Resource DevelopmentHuman Resource Development in South KoreaHuman Resources Development (HRD)Human Resource DevelopmentHuman Resource DevelopmentFoundations of Human Resource DevelopmentHuman Resource Development in VietnamStrategic Human Resource Development : Concepts and PracticesHuman Resource Development Research HandbookPrinciples Of Human Resource DevelopmentHuman Resource DevelopmentManaging Human Resource Development ProgramsHuman Resource DevelopmentCareer DevelopmentHandbook of Human Resources Management in GovernmentSearching for the Human in Human Resource Management","PeriodicalId":181682,"journal":{"name":"Journal of European Industrial Training","volume":"59 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116801749","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 : 2010-07-27DOI: 10.1108/03090591011061211
Heather C. Kissack
Purpose – The purpose of this paper is to conceptually discuss whether and how feminine voice is muted within e‐mails in organizations; the implications of which are substantial and far‐reaching for human resource development (HRD) professionals as well as the HRD field as a whole.Design/methodology/approach – Utilizing the approach and arguments in muted group theory, the author conceptually applies these tenets to organizational e‐mail.Findings – Current gender‐preferential research concentrates on the textual polarity of male‐ and female‐preferential language. These language differences carry over to organizational e‐mail despite the lack of contextual cues within e‐mail as well as the masculine nature of organizations. A critical assessment of these findings, rooted in muted group theory, reveals that women's voice is not merely marginalized (i.e. is present, but relegated to the margin), but it is mute (i.e. is not even present because it has no authentic language with which to use).Research limitati...
{"title":"Muted voices: a critical look at e‐male in organizations","authors":"Heather C. Kissack","doi":"10.1108/03090591011061211","DOIUrl":"https://doi.org/10.1108/03090591011061211","url":null,"abstract":"Purpose – The purpose of this paper is to conceptually discuss whether and how feminine voice is muted within e‐mails in organizations; the implications of which are substantial and far‐reaching for human resource development (HRD) professionals as well as the HRD field as a whole.Design/methodology/approach – Utilizing the approach and arguments in muted group theory, the author conceptually applies these tenets to organizational e‐mail.Findings – Current gender‐preferential research concentrates on the textual polarity of male‐ and female‐preferential language. These language differences carry over to organizational e‐mail despite the lack of contextual cues within e‐mail as well as the masculine nature of organizations. A critical assessment of these findings, rooted in muted group theory, reveals that women's voice is not merely marginalized (i.e. is present, but relegated to the margin), but it is mute (i.e. is not even present because it has no authentic language with which to use).Research limitati...","PeriodicalId":181682,"journal":{"name":"Journal of European Industrial Training","volume":"159 4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115413610","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 : 2010-07-27DOI: 10.1108/03090591011061220
J. Gedro
Purpose – This paper seeks to identify, examine, and discuss the unique challenges for lesbians who serve in leadership positions in corporate America.Design/methodology/approach – Drawing upon a multi‐disciplinary framework of management, diversity, feminist, and leadership literature, the paper critically examines the myriad of pressures exerted upon all women in leadership positions, and then identifies the pressures that are specific and unique for lesbians.Findings – There are pressures that are unique for lesbian leaders. These pressures include negotiating the heterosexism of the organization; invisibility versus visibility, and gender expression and gender role expectations.Originality/value – The paper provides implications for human resource development to assume a stronger and more active role in uncovering tacit issues embedded in leadership so that organizational workplaces become locations of greater equity, access, and fairness for all who aspire to leadership positions.
{"title":"Lesbian presentations and representations of leadership, and the implications for HRD","authors":"J. Gedro","doi":"10.1108/03090591011061220","DOIUrl":"https://doi.org/10.1108/03090591011061220","url":null,"abstract":"Purpose – This paper seeks to identify, examine, and discuss the unique challenges for lesbians who serve in leadership positions in corporate America.Design/methodology/approach – Drawing upon a multi‐disciplinary framework of management, diversity, feminist, and leadership literature, the paper critically examines the myriad of pressures exerted upon all women in leadership positions, and then identifies the pressures that are specific and unique for lesbians.Findings – There are pressures that are unique for lesbian leaders. These pressures include negotiating the heterosexism of the organization; invisibility versus visibility, and gender expression and gender role expectations.Originality/value – The paper provides implications for human resource development to assume a stronger and more active role in uncovering tacit issues embedded in leadership so that organizational workplaces become locations of greater equity, access, and fairness for all who aspire to leadership positions.","PeriodicalId":181682,"journal":{"name":"Journal of European Industrial Training","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117151719","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 : 2010-07-27DOI: 10.1108/03090591011061248
J. Favre
n the last issue we talked about four characteristics of effective leaders: emotional intelligence, willingness to continue learning, integrity, and the ability to develop the leadership capacity of others. In this column, I identify and describe four important skills that leaders must have: communications, motivating others, conflict resolution and group participation. here is the good news. these skills can be learned, but it requires a thoughtful and dedicated approach and the willingness to be self-critical. Communications. effective communication requires an understanding of both the audience and the best way to get through to them. Some prefer to be informed and inspired by a motivating presentation; others want to see it in writing often in an e-mail, blog, twitter, or facebook format. One size clearly doesn’t fit all. And whether you are speaking or writing, remember to keep it short. Seldom do we hear an audience beg for more. the real kicker is that the best communicators are excellent listeners. they know and respect their audiences and want to deal with their issues. Motivating Others. Good leaders know that different currencies motivate different people and adjust their approach accordingly. they also provide for specific “stretch goals,” frequent feedback and give positive reinforcement for a good performance. For much more on motivation, see my article in the December/January 2008 issue of the CnY Business exchange. It also appears on my web site listed below. Conflict Resolution. Leaders see conflict as an opportunity for progress, not something to avoid or to battle to the bitter end to get their way. they work for a reasonable agreement, which satisfies the parties involved and allows everyone to do business next time. while approaches can vary, there are four important initial steps in becoming proficient in resolving conflicts. they are listening, repeating what the other side has said, indicating areas of agreement and then, and only then, indicating areas of disagreement. with these as starters, the leader can grow into an effective crunch time person. For conflict resolution demonstrations, visit my web site (http://whitman.syr.edu/shaw). Group Participation. we are so bad at working in groups and yet we spend much of our work and personal time in them. Many leaders fail terribly in this area — wasting valuable time and hurting morale. Good leaders develop group skills that enable them to define issues, stay on task and actually get the opinions of others. Often this leads to consensus. In the next issue, we will drill down on the group skills that make you and your group effective. Yes, the good news is that these skills can be learned. the bad news is that they aren’t achieved through osmosis. It takes self-awareness to identify areas needing strengthening, the development of a plan, follow through and evaluation of progress. A good example is a colleague who wants to develop better conflict resolution skills. the area ha
{"title":"Develop Your Leadership Skills","authors":"J. Favre","doi":"10.1108/03090591011061248","DOIUrl":"https://doi.org/10.1108/03090591011061248","url":null,"abstract":"n the last issue we talked about four characteristics of effective leaders: emotional intelligence, willingness to continue learning, integrity, and the ability to develop the leadership capacity of others. In this column, I identify and describe four important skills that leaders must have: communications, motivating others, conflict resolution and group participation. here is the good news. these skills can be learned, but it requires a thoughtful and dedicated approach and the willingness to be self-critical. Communications. effective communication requires an understanding of both the audience and the best way to get through to them. Some prefer to be informed and inspired by a motivating presentation; others want to see it in writing often in an e-mail, blog, twitter, or facebook format. One size clearly doesn’t fit all. And whether you are speaking or writing, remember to keep it short. Seldom do we hear an audience beg for more. the real kicker is that the best communicators are excellent listeners. they know and respect their audiences and want to deal with their issues. Motivating Others. Good leaders know that different currencies motivate different people and adjust their approach accordingly. they also provide for specific “stretch goals,” frequent feedback and give positive reinforcement for a good performance. For much more on motivation, see my article in the December/January 2008 issue of the CnY Business exchange. It also appears on my web site listed below. Conflict Resolution. Leaders see conflict as an opportunity for progress, not something to avoid or to battle to the bitter end to get their way. they work for a reasonable agreement, which satisfies the parties involved and allows everyone to do business next time. while approaches can vary, there are four important initial steps in becoming proficient in resolving conflicts. they are listening, repeating what the other side has said, indicating areas of agreement and then, and only then, indicating areas of disagreement. with these as starters, the leader can grow into an effective crunch time person. For conflict resolution demonstrations, visit my web site (http://whitman.syr.edu/shaw). Group Participation. we are so bad at working in groups and yet we spend much of our work and personal time in them. Many leaders fail terribly in this area — wasting valuable time and hurting morale. Good leaders develop group skills that enable them to define issues, stay on task and actually get the opinions of others. Often this leads to consensus. In the next issue, we will drill down on the group skills that make you and your group effective. Yes, the good news is that these skills can be learned. the bad news is that they aren’t achieved through osmosis. It takes self-awareness to identify areas needing strengthening, the development of a plan, follow through and evaluation of progress. A good example is a colleague who wants to develop better conflict resolution skills. the area ha","PeriodicalId":181682,"journal":{"name":"Journal of European Industrial Training","volume":"119 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116884656","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 : 2010-07-27DOI: 10.1108/03090591011061194
J. Stewart, Va Harte
Purpose – The paper seeks to explore the proposition that there is a need for research to address the connections between talent management (TM) and managing diversity as one example of achieving better integration and less separation in academic work on human resource (HR).Design/methodology/approach – An exploratory study of one organisation at a very early stage of implementing TM which involved some documentary analysis and interviews with six senior HR professionals in the organisation.Findings – There is some limited evidence that professionals view different aspects of HR practice in isolation and do not make connections in practice as well as they could. This evidence is taken as sufficient support for the need for more research into the proposition.Research limitations/implications – The paper is in its early stages and findings are not argued to be generalisable. However, they are sufficient to suggest there will be value on further research on connections between TM and managing diversity. One ...
{"title":"The implications of talent management for diversity training: an exploratory study","authors":"J. Stewart, Va Harte","doi":"10.1108/03090591011061194","DOIUrl":"https://doi.org/10.1108/03090591011061194","url":null,"abstract":"Purpose – The paper seeks to explore the proposition that there is a need for research to address the connections between talent management (TM) and managing diversity as one example of achieving better integration and less separation in academic work on human resource (HR).Design/methodology/approach – An exploratory study of one organisation at a very early stage of implementing TM which involved some documentary analysis and interviews with six senior HR professionals in the organisation.Findings – There is some limited evidence that professionals view different aspects of HR practice in isolation and do not make connections in practice as well as they could. This evidence is taken as sufficient support for the need for more research into the proposition.Research limitations/implications – The paper is in its early stages and findings are not argued to be generalisable. However, they are sufficient to suggest there will be value on further research on connections between TM and managing diversity. One ...","PeriodicalId":181682,"journal":{"name":"Journal of European Industrial Training","volume":"66 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116955298","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 : 2010-06-08DOI: 10.1108/03090591011049819
A. Seezink, R. Poell
Purpose – The purpose of this article is to help schools for vocational education determine teachers' continuing professional development needs associated with implementing competence‐based education programs, so that these schools can develop better attuned HR policies. It investigates which elements from the cognitive apprenticeship model and from the acquisition and participation metaphors can be identified in the individual action theories of their teachers.Design/methodology/approach – A case study was conducted in one school for vocational education, where 12 teachers engaged in an innovation project around the development of a new competence‐based education program for pupils. They participated in concept mapping, cued interviews (based on video recordings), semi‐structured interviews, and a joint feedback session. These four sources were used for an in‐depth content analysis of teachers' action theories.Findings – No distinctive, crystallized action theories about competence‐based vocational educa...
{"title":"Continuing professional development needs of teachers in schools for competence-based vocational education : A case study from The Netherlands","authors":"A. Seezink, R. Poell","doi":"10.1108/03090591011049819","DOIUrl":"https://doi.org/10.1108/03090591011049819","url":null,"abstract":"Purpose – The purpose of this article is to help schools for vocational education determine teachers' continuing professional development needs associated with implementing competence‐based education programs, so that these schools can develop better attuned HR policies. It investigates which elements from the cognitive apprenticeship model and from the acquisition and participation metaphors can be identified in the individual action theories of their teachers.Design/methodology/approach – A case study was conducted in one school for vocational education, where 12 teachers engaged in an innovation project around the development of a new competence‐based education program for pupils. They participated in concept mapping, cued interviews (based on video recordings), semi‐structured interviews, and a joint feedback session. These four sources were used for an in‐depth content analysis of teachers' action theories.Findings – No distinctive, crystallized action theories about competence‐based vocational educa...","PeriodicalId":181682,"journal":{"name":"Journal of European Industrial Training","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-06-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114063432","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 : 2010-06-08DOI: 10.1108/03090591011049800
Ciara T. Nolan, Edel Conway, Tara Farrell, Kathy Monks
Purpose – The purpose of this study is to investigate hotel industry employers' expectations of, and satisfaction with, graduate competencies in comparison with graduate perceptions of what is required for their roles and their satisfaction with how well their education experience prepared them.Design/methodology/approach – The research involved a questionnaire survey of 41 employers and 33 graduates in the Irish hotel sector, supplemented by a series of interviews. This sector was chosen because it represents the main destination of graduates who specialise in hospitality and tourism management.Findings – The competencies consistently regarded as important across both samples related to interpersonal and professional knowledge skill domains. However, a number of gaps were evident with regard to satisfaction with how the education experience prepared graduates for careers in the industry.Research limitations/implications – The study was confined to graduate and employer views on hospitality and tourism ma...
{"title":"Competency needs in Irish hotels: employer and graduate perspectives","authors":"Ciara T. Nolan, Edel Conway, Tara Farrell, Kathy Monks","doi":"10.1108/03090591011049800","DOIUrl":"https://doi.org/10.1108/03090591011049800","url":null,"abstract":"Purpose – The purpose of this study is to investigate hotel industry employers' expectations of, and satisfaction with, graduate competencies in comparison with graduate perceptions of what is required for their roles and their satisfaction with how well their education experience prepared them.Design/methodology/approach – The research involved a questionnaire survey of 41 employers and 33 graduates in the Irish hotel sector, supplemented by a series of interviews. This sector was chosen because it represents the main destination of graduates who specialise in hospitality and tourism management.Findings – The competencies consistently regarded as important across both samples related to interpersonal and professional knowledge skill domains. However, a number of gaps were evident with regard to satisfaction with how the education experience prepared graduates for careers in the industry.Research limitations/implications – The study was confined to graduate and employer views on hospitality and tourism ma...","PeriodicalId":181682,"journal":{"name":"Journal of European Industrial Training","volume":"71 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-06-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133020125","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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