Completing the cycle of evaluation
Article Abstract:
The UK Department of Social Security's massive computerization of operations in Glasgow, Scotland, serves as an evaluation study of the ability of training programs to complete a feedback cycle. The framework for evaluation centered on the training sessions, the trainees' acquired knowledge and skills, the formal and informal interactions between trainees, course management, and the objectives set out for the program itself and personally by managers. Data gathered through questionnaires, observation, tutor reports, interviews and implementation control data showed that stakeholders had varying interests, thus confirming the importance of using varied information sources in order to gain a wide perspective of stakeholder views and carrying out the processing of data in a swift manner to prevent the tendency for decisions to be made based on informal evaluations.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1992
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When corporate need supersedes employee development
Article Abstract:
Continuing training involves the updating, retraining and development of existing employees. It also includes activities that are related to developing relationships among employees, justifying new working practices and transforming the organizational culture. Continuing training is appealing to both employers and employees in that it can help the former improve productivity and product quality, while enhancing the latter's job security and career progression. A recent ESRC-funded study revealed that this kind of training is increasingly becoming popular in the UK. According to research findings, the objectives of continuing training policies in British companies include organizational development, enhancement of work quality and change in corporate culture.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1993
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How culture-sensitive is HRM? A comparative analysis of practice in Chinese and UK companies
Article Abstract:
The main concern of human resources management (HRM) differs widely from country to country and there is an obvious relationship between culture and HRM. It is essential for multinational companies to develop an HRM policy that will be effective in different nations and cultures. However, a study of practices in Chinese and UK companies shows that there may be fundamental differences between the two nations with regard to pay and reward systems that may limit the direct transference of HRM ideas.
Publication Name: International Journal of Human Resource Management
Subject: Human resources and labor relations
ISSN: 0958-5192
Year: 1995
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