Purpose: The purpose of this paper is to examine the factors that drive a firm's decision to invest in training in India's IT-enabled services/business process outsourcing (ITeS/BPO) sector. It aims to consider a much-neglected area and an often-cited need to consider external factors, especially the needs of an organisation's clients in a firm's…

Purpose: The purpose of this paper is to review social identity theory and its implications for learning in organizations. Design/methodology/approach: This article is a conceptual paper based on a multidisciplinary review of the literature on social identity theory. This article explains the theoretical concepts, constructs, and findings of an…

The Pygmalion effect--or self-fulfilling prophecies--has not been supported in educational research but it has in training and workplace-learning studies. Implications for workplace-learning design, trainee self-esteem, and trainer behaviors can be derived from these research findings. (SK)

Human resource management data were collected from 149 Irish, 201 Hong Kong, 92 Singaporean, and 144 Chinese organizations. Career patterns and training practices showed distinct differences. Irish organizations were more likely to have lower levels of career paths; their training practices suggested more new forms of careers. Fewer paths indicate…

Training for small businesses requires an entrepreneurial rather than a conventional approach. Critical trainer competencies include profiling the business, segmenting the market, understanding the business development process, introducing the relevant environment, delivering enterprise skills training, and teaching across the board. (SK)

Human-resource-development needs that arise from different business strategies will depend on the purpose and structure of the strategies. A strategic approach to training and development necessitates increased theoretical rigor, more rigorous evaluation of effectiveness, and determination of responsibility for training. (Author/SK)

Diversity is a multidimensional construct that affects all members of an organization. The relationship between diversity and organizational performance is not automatic. Diversity must be promoted, supported, and managed effectively to reap its benefits. (SK)

Evaluation of a hospital's performance appraisal system collected data from 74 survey responses and 39 interviews. Staff comments revealed varying degrees of involvement with and commitment to the process. The need for employees and supervisors to formulate, implement, and review training and development plans jointly was emphasized. (SK)

Describes framework for organizational change based on propositions that change must be measurable and observable; organizational change requires individual change; and individual change requires learning and motivation to apply learning. Two models explained: a matrix indicating degrees of acceptance of problem and solution and continuum relating…

Review of the current state of human-resource-development literature includes definitions, models, and dominant biases. The review concludes that the literature is fragmented and reflects a diverse range of issues and opinions. (73 references) (SK)

A macro model of training and development includes input (training and development climate), process, and output (individual/organizational change) indicators. A test of the model with 387 Kuwaiti bank employees supported these indicators. Managers' perceptions of training and development and the organization's return on investment were…

A literature review identified principles for supporting innovation and creativity in organizations: integrated approach, the right climate, and appropriate incentives. Staff development should focus on such skills as teamwork, communication, vision, change management, and leadership. Internet and intranet communications are beginning to be…

Includes "Introduction" (Heraty, Morley); "Training and Development in the Danish Context" (Madsen, Larsen); "Training and Development in the Dutch Context" (van Baalen, Hoogendoorn); "Training and Development in the UK Context" (Tregaskis, Brewster); "Training and Development in the Irish Context"…

Employees (n=200) of 39 Irish software companies indicated the following about training practices: organizational commitment to and provision for training was positively associated with employee expectations; well-designed training increased job satisfaction and helped retain organizational knowledge. One-third believed training has not helped…

Describes distinctions between learning, training, development, and education and illustrates how different models of human resource management/development influence their meaning. Concludes that training, development, and education are an integrated whole linked by the concept of learning. (SK)