Training as a value-added strategy


Nisar, T. (2004) Training as a value-added strategy. European Journal: Vocational Training, (31), 3-9.

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Description/Abstract

Organisations devise training programmes to ensure that employees make an effective contribution to enterprise success. Not all organisations are likely to provide training, however, because there are significant trade-offs involved in terms of both costs and benefits. This article discusses the organisational determinants of training: larger establishments with complementary technological systems, well established internal labour markets and organisations which employ an educated workforce are more likely to adopt a well-defined training strategy. Public policy may also influence microinstitutions of learning and development. The influence of many such factors underlines the need for a valuebased analysis to help organisations make optimal decisions about the choice of training.

Item Type: Article
Additional Information: Research
ISSNs: 0378-5068 (print)
Related URLs:
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
L Education > L Education (General)
Divisions: University Structure - Pre August 2011 > School of Management
ePrint ID: 36110
Date Deposited: 24 May 2006
Last Modified: 27 Mar 2014 18:22
URI: http://eprints.soton.ac.uk/id/eprint/36110

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