Journal of European Industrial Training: Volume 20 Issue 9

Human resource development ‐ a contingency function? (Whatever happened to theory Y?)

Tom Kilcourse

Argues that much of what has been taught in recent years on human resource management ignores the reality of globalization. Deregulation and new technology have shifted power to…

Supervisory training that has turned a profit

Richard Bunning

As a manufacturer of float glass in an international market, Pilkington Glass Limited begins a multi‐faceted approach to improving its quality and reducing its costs to cope with…

What should training evaluations evaluate?

Sandi Mann

Training initiatives are widely acknowledged to be a salient feature of the competitive organization’s corporate strategy. Contends that, despite the heavy investment in training…

Enhancing training capacity in a transition economy: the case of the Romanian Institute of Management

Derek Eldridge

Focuses on the development of the Romanian Institute of Management (IROMA) since political and economic liberalization in the country. Describes how IROMA, as the leading provider…

Competence development ‐ a challenge for HRM professionals: core competences of organizations as guidelines for the development of employees

G.J. Bergenhenegouwen

Explains the theory on the core competences of the organization and the competences of individual employees. Looks at the management style in competence‐based organizations and…