Training as a value-added strategy

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

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)
ePrint ID: 36110
Date :
Date Event
Date Deposited: 24 May 2006
Last Modified: 16 Apr 2017 22:07
Further Information:Google Scholar

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