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The politics of training needs analysis

The politics of training needs analysis
The politics of training needs analysis
Training needs analysis (TNA) refers to organisations’ data collection activities that underpin decision making, particularly in relation to whether training, can improve performance, who should receive training and training content. There are relatively few models to guide training practitioners, and the models fail to fully capture the range of factors that affect the quality of training decisions. These models are based upon a unitarist and rational view of organisational decision making, ignoring the extent to which the nature of social relationships and dynamics within organisations may influence training-related decisions.
Supporting this proposition, the article presents findings from a case study, suggesting that organisational politics as a result of self-interest, conflict and power relations, influenced the validity of the data provided by managers and subordinates during a TNA. Presents a framework to assist practitioners in recognising when and how organisational politics may affect TNA, and attempts to map the specific political dimensions that impact on training decisions, to guide future research in the area.
training needs, organizational politics
141-153
Clarke, Nicholas
65a3df67-32ff-4e0a-8dd6-a65b5460dca1
Clarke, Nicholas
65a3df67-32ff-4e0a-8dd6-a65b5460dca1

Clarke, Nicholas (2002) The politics of training needs analysis. British Academy of Management Conference. Public Private Partnership (PPP) Workshops. 09 - 11 Sep 2002. pp. 141-153 . (doi:10.1108/13665620310474598).

Record type: Conference or Workshop Item (Paper)

Abstract

Training needs analysis (TNA) refers to organisations’ data collection activities that underpin decision making, particularly in relation to whether training, can improve performance, who should receive training and training content. There are relatively few models to guide training practitioners, and the models fail to fully capture the range of factors that affect the quality of training decisions. These models are based upon a unitarist and rational view of organisational decision making, ignoring the extent to which the nature of social relationships and dynamics within organisations may influence training-related decisions.
Supporting this proposition, the article presents findings from a case study, suggesting that organisational politics as a result of self-interest, conflict and power relations, influenced the validity of the data provided by managers and subordinates during a TNA. Presents a framework to assist practitioners in recognising when and how organisational politics may affect TNA, and attempts to map the specific political dimensions that impact on training decisions, to guide future research in the area.

Full text not available from this repository.

More information

Published date: 2002
Additional Information: Workshop: Session 4: Knowledge and Learning - Sub-Theme: Organisational Learning and Communities of Practice Group 2
Venue - Dates: British Academy of Management Conference. Public Private Partnership (PPP) Workshops, 2002-09-09 - 2002-09-11
Keywords: training needs, organizational politics
Organisations: Management

Identifiers

Local EPrints ID: 36225
URI: http://eprints.soton.ac.uk/id/eprint/36225
PURE UUID: edf16162-ac90-45f7-903d-ee835a062aa1

Catalogue record

Date deposited: 25 May 2006
Last modified: 15 Jul 2019 19:04

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