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The purpose of this article is to explore the importance of workplace learning in the context of performance measurement on an organisational level. It shows how workplace learning analytics can be grounded on professional identity transformation theory and integrated into performance measurement approaches to understand its organisation-wide impact.

In a conceptual approach, a framework to measure the organisation-wide impact of workplace learning interventions has been developed. As a basis for the description of the framework, related research on relevant concepts in the field of performance measurement approaches, workplace learning, professional identity transformation, workplace and social learning analytics are discussed. A case study in a European Public Employment Service is presented. The framework is validated by qualitative evaluation data from three case studies. Finally, theoretical as well as practical implications are discussed.

Professional identity transformation theory provides a suitable theoretical framework to gain new insights into various dimensions of workplace learning. Workplace learning analytics can reasonably be combined with classical performance management approaches to demonstrate its organisation-wide impact. A holistic and streamlined framework is perceived as beneficial by practitioners from several European Public Employment Services.

Empirical data originates from three case studies in the non-profit sector only. The presented framework needs to be further evaluated in different organisations and settings.

The presented framework enables non-profit organisations to integrate workplace learning analytics in their organisation-wide performance measurement, which raises awareness for the importance of social learning at the workplace.

The paper enriches the scarce research base about workplace learning analytics and its potential links to organisation-wide performance measurement approaches. In contrast to most previous literature, a thorough conceptualisation of workplace learning as a process of professional identity transformation is used.

Research into educational organizations is usually concerned with one of two distinct connotations—investigation into the patterns of deploying teachers and pupils, as in team teaching, or investigations into the nature of the organizations themselves. The latter approach has great promise for providing insights into administrative behaviour. The work of Katz and Kahn, Presthus and Carlson helps to provide such insights. Much attention is now being paid to the initiation of organizational change, especially as it affects the organizational climate. The results of a recent project in this area suggest that administrators who wish to change organizational climate may 1. “Thicken the mix” through freeing communication; 2. Sharpen perception through training in interpersonal awareness; S. Improve output by not tinkering with the statics of the organization.

The purpose of this paper is to discover the types of HR outsourcing processes employed by Australian organisations and their relationship to outsourcing outcomes.

This paper is based upon the results of a survey of medium to large Australian organisations. The survey data were analysed using quantitative analysis to extract the types of HR outsourcing processes, outcomes, and their relationship.

The analyses identified three types of HR outsourcing processes: screening and selecting, strategic fit, and managing and monitoring. The “strategic fit” process exhibited the strongest relationship to the HR outsourcing outcome followed by the “managing and monitoring” process. The “screening and selecting” did not correlate with HR outsourcing outcome. For each type of HR outsourcing process no correlation was found with the outsourced HR functions. It was found that the most important criteria for selecting an outsourced service provider were trustworthiness, reputation in the industry, cost structure, and history with the organisation. The least important criteria were the service provider’s financial position and cultural similarity with the organisation.

The research design acquired information from a single participant from each organisation which may result in a one-dimensional view. In addition, the data were collected from Australian organisations limiting its generalisation globally. Environmental and political factors were not included in the study. Therefore, researchers are encouraged to consider the influence of these factors on the HR outsourcing process.

The discovered HR outsourcing processes, although different from the generic HR outsourcing model, can be used by organisations to outsource HR functions in a more efficient and effective manner within the Australian context. The research results also indicate the importance for service providers to develop a good reputation and establish trust.

This study is the first quantitative research that determines the specific HR outsourcing processes and how they related to the HR outsourcing outcome in medium to large Australian organisations. The identification of these process types is unique and useful in validating and refining HR outsourcing knowledge within the Australian context.

New product development (NPD) is crucial to the survival and thriving of a business entity and a firm’s sources of advantages are important to the NPD success. This paper explores the marketing and technical resources adequacy of Australian small and medium enterprises (SMEs) in NPD. A survey of 276 Australian SMEs in the chemical and machinery industries was conducted. Analytical procedures include factor analysis, cluster analysis, and discriminant analysis. Findings from these analyses suggest that three distinct groups in terms of their NPD resources exist in Australian SMEs: one group with rich marketing and technical resources and skills, one with rich technical resource only, and one with rich technical skill only. The organisational and managerial characteristics of each group of these firms are described. The findings imply that different resource groups need to adopt different strategies in NPD.

The task of changing the organizational climate of a school is only one tiny example of the fundamental issue of permanence and change. This example can only be understood in the light of a broad social and intellectual matrix. Two prime questions are: Under what conditions can the organizational climate be changed? If it can be changed, what approach is most appropriate? There is a great deal that is not known about organizational climate. Research is needed into the development of norms, the control of variables in experimental situations, the effects of size and “human density” and the influence of bureaucracy. Though we may be anxious to change organizational climate, one thing is clear—social change takes place slowly. To force its growth “out of phase” is to invite unanticipated social consequences. If the nature of social change is to be understood the planners, scientists, technologists need to maintain dialogue with each other. We must create in our society an “open” organizational climate that encourages the human dialogue.

I still have an affiliation to BSI, but my current prime role is with a new organisation called Resource which is half‐way between the British Government and BSI, with an express role to improve the influence of the UK through co‐operative projects with overseas countries. So, the sort of information consultancy I was doing in Thailand and Saudi Arabia, and various other countries, I am still doing but with a wider brief to help not only BSI but other quality organisations and I hope possibly organisations like the ones you work for. One of the reasons why I am saying this is to encourage you to see me at a later stage if you have any interest in overseas developments of projects on the information side, to see whether we can assist or even contribute funds towards the development of such things. Having only been with Resource since 25 January 1988, I think it would be undiplomatic of me to speak on their behalf, so for the purpose of this exercise I am speaking only as John Widdowson, individual and traveller, with, hopefully, some outside view.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/00197859210022789. When citing the article, please cite: Alan Brown, (1992) “TQM: IMPLICATIONS FOR TRAINING”, Industrial and Commercial Training, Vol. 24 Iss: 10.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/00197859210022789. When citing the article, please cite: Alan Brown, (1992) “TQM: IMPLICATIONS FOR TRAINING”, Industrial and Commercial Training, Vol. 24 Iss: 10.