Training in the workplace can be costly and time-consuming. Consequently it is often neglected. However, it plays an essential part in a company's success, increasing the level of performance, aiding strategic decision-making and maximizing quality and efficiency. Using detailed surveys and encompassing the literature in human resource management, this book, first published in 1992, shows why training is so valuable a tool. The author’s critical analysis covers the effects of demographic change and the growing number of women in the workforce as well as issues which reflect the changing patterns of work, such as technology, workplace flexibility, and employee relations. He deals with the increasing stress laid on managerial performance, emphasizing the need for more management training, as well as assessing the role of state-run schemes and the effect of government policies. He concludes with ways to develop successful training patterns and to launch a "skills revolution". This book should be of interest to postgraduates, academics and researchers in the fields of human resource management, industrial relations and organizational behaviour.
List of Figures; List of Tables; Foreword; Abbreviations; Introduction; 1. Britain’s Economic Weakness 2. The Response of the State: Reforms of Industrial Relations and Education 3. Manpower Policy 4. Training Policies and Practices in Other Countries 5. Training Provision in Britain 6. Training and the Personnel Function 7. Training in Practice 8. A Way Forward? The Market Approach 9. A Way Forward? Government Intervention; Notes; References; Index
The 40 volumes in this set, originally published between 1918 and 1996, draw together research by leading academics in the area of human resource management and provides a rigorous examination of related key issues. The volumes examine interview techniques, staff appraisal, and workforce training and development. This set will be of particular interest to students of business studies and HRM.