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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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.
|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
|Date Deposited:||24 May 2006|
|Last Modified:||02 Mar 2012 11:28|
|RDF:||RDF+N-Triples, RDF+N3, RDF+XML, Browse.|
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