A.C. Newby and P. Bramley
In a previous article we emphasised that evaluation is not something to be done in isolation, “tacked on to” a training event. Instead, it was argued, evaluation is an integral…
Abstract
In a previous article we emphasised that evaluation is not something to be done in isolation, “tacked on to” a training event. Instead, it was argued, evaluation is an integral part of the learning cycle, as essential to good training as is the accurate identification of needs or the specification of appropriate learning modes.
P. Bramley and A.C. Newby
The idea of the training department as a passive provider of a menu of courses appears to be giving way to the concept of training as an active management function which…
Abstract
The idea of the training department as a passive provider of a menu of courses appears to be giving way to the concept of training as an active management function which contributes to the growth and development of the organisation. This notion has long been debated in the literature and is increasingly practised in organisations, under the twin influences of economic pressure and critical examination of effective learning methods. As a result, training managers' roles are changing and their political skills of boundary management (e.g. acquiring resources, exercising influence, building relationships, protecting their departments from pressures and threats, co‐ordinating activities with other functions) are becoming even more crucial to the survival of their departments as the latter become more exposed. It was in precisely these areas of boundary management that many of the ITBs failed and, in the final analysis, their problem was one of evaluation — the ITBs did not successfully demonstrate that they were making a valued contribution.
Alison J. Smith and John A. Piper
Management training and development is currently in vogue. Thereappears to be a growing belief in the benefits of investment in trainingand development. When a market is buoyant…
Abstract
Management training and development is currently in vogue. There appears to be a growing belief in the benefits of investment in training and development. When a market is buoyant is the time to consider and anticipate the consequences of a future downturn in demand. Such a downturn in demand may demonstrate increasing pressure to “justify” investment in training and development. There is a long established academic body of knowledge on the subject of evaluating training and development. From research evidence and the authors′ experience, the sponsors and the providers of training and development pay scant attention to systematic evaluation of these activities and investments. It is the authors′ contention that when the market′s critical assessment of the value of training and development increases there will be an increasing interest in evaluation. An overview of the history of evaluation traditions is provided and the state of play is commented upon. It is noted that there is a shortfall between theory and practice. It is argued that evaluation is a worthwhile and important activity and ways through the evaluation literature maze and the underpinnings of the activity are demonstrated, especially to management. Similarly the literature on evaluation techniques is reviewed. Tables are provided which demonstrate areas of major activity and identify relatively uncharted waters. This monograph provides a resource whereby practitioners can choose techniques which are appropriate to the activity on which they are engaged. It highlights the process which should be undertaken to make that choice in order that needs of the major stakeholders in the exercise are fully met.
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Why Bother With Ethics? Have you ever set up a group process learning activity which leaves some participants angry or unhappy and not knowing what to do with their feelings? When…
Abstract
Why Bother With Ethics? Have you ever set up a group process learning activity which leaves some participants angry or unhappy and not knowing what to do with their feelings? When you use role play, how does a “bad” character role get allocated? Do you believe that a management order to carry out a certain type of training spares you from asking whether it is right to do it? These are all examples of ethical conflicts that can arise in day‐to‐day training, and it is questions such as these that we need to face as training practitioners.
The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains…
Abstract
The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.
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Interpersonal skills training is commonly carried out by skilled tutors who provide feedback and guidelines to trainees, based on their performance in role played interactions…
Abstract
Interpersonal skills training is commonly carried out by skilled tutors who provide feedback and guidelines to trainees, based on their performance in role played interactions. Unfortunately, such tutoring sessions do not always go as planned. The result may be minor “hiccups” which impair the smooth flow of the proceedings or a “tutor's nightmare” where all appears lost. It can be very unnerving for the inexperienced tutor who encounters problems such as a role player who dries up or a course member who resolutely refuses to accept feedback. In this article we describe 13 of the more common tutoring problems, together with our suggestions concerning ways in which they may be handled. These suggestions are not intended to be prescriptive, but they may provide trainee tutors with something to fall back on whilst they are developing their own ways of handling tutoring problems.
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of…
Abstract
In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.
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Dmitry Kucherov and Daria Manokhina
This study aims to examine the features of training evaluation process in Russian manufacturing companies. On the basis of three assumptions regarding the differences in group of…
Abstract
Purpose
This study aims to examine the features of training evaluation process in Russian manufacturing companies. On the basis of three assumptions regarding the differences in group of employees involved in training, duration and costs of a training program, the authors tried to find out the peculiarities of training evaluation tools and levels in Russian manufacturing companies.
Design/methodology/approach
The HR professionals from 24 Russian manufacturing companies completed the author’s online questionnaire.
Findings
The results revealed that the respondents perceived training evaluation as highly important, but their satisfaction level toward existing evaluation was low. The most significant training evaluation goal was recognized as raising the efficiency of training process and the most widely used training evaluation model was Kirkpatrick’s, with focus on the reaction level. It was confirmed that training evaluation tools used in Russian manufacturing enterprises differed among the employee groups and different levels of training evaluation depended on duration and cost of the training program.
Originality/value
This is the first study which focuses on current training evaluation processes and gaps in Russian manufacturing companies. The recommendations proposed by the authors could be used by an HR team to improve training evaluation depending on employee group involved in training, duration and costs of the training program.
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Ann-Christin Bächmann, Martin Abraham and Martina Huber
Increased investments in employee further training have resulted in a growing interest in ensuring and improving the quality of these measures. However, little is known about the…
Abstract
Purpose
Increased investments in employee further training have resulted in a growing interest in ensuring and improving the quality of these measures. However, little is known about the operational decision to initiate an evaluation of further training. Therefore, the purpose of this paper is to investigate under which circumstances firms decide to evaluate training measures.
Design/methodology/approach
The study analyzes the evaluation decision of firms and external suppliers, and differentiates between internal and external further trainings. Theoretically, two goals of evaluations – monitoring and feedback – and their relevance for the decision makers are considered. Using a unique linked employer–employee data set, the study employs multi-level models to analyze three influencing factors on the evaluation decision: characteristics of the further training measure itself, the employees and the employers.
Findings
The results show that evaluation decisions are not based on general organizational practices but on case-by-case cost-benefit considerations. Interestingly, firms are more likely to evaluate internal further training measures than external ones. Therefore, evaluations seem to be more frequently used as a feedback instrument than for the purpose of monitoring. For external further training measures, firms seem to trust market mechanisms as a monitoring instrument, instead of conducting an internal evaluation.
Originality/value
Although further training has become increasingly important, little is known about firms’ quality management in this respect. This paper provides a theoretical framework for the usage of evaluation procedures and analyzes firms’ strategies for ensuring quality based on a large set of variables to give new insight into the organizational decision-making processes.
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Fatemehbanoo Mortazavi, Zamzam Paknahad and Akbar Hasanzadeh
Metabolic syndrome (MetS) is a complex disorder that exacerbates the risk of cardiovascular disease and diabetes mellitus; some studies have indicated the beneficial effects of…
Abstract
Purpose
Metabolic syndrome (MetS) is a complex disorder that exacerbates the risk of cardiovascular disease and diabetes mellitus; some studies have indicated the beneficial effects of green tea on human health. The purpose of this study is to investigate the effects of green tea consumption on the MetS indicators in women.
Design/methodology/approach
A randomized clinical trial was carried out on 70 eligible women with confirmed diagnosis of MetS who visited Shabani Diabetes Clinic (Isfahan, Iran). Participants were randomly divided into two groups. Participants in the Green Tea Group were asked to consume three 200 cc of green tea in the morning, at noon and at night for eight weeks, while people in the control group were asked to take identical amount of lukewarm water at the same schedule. Anthropometric indicators, blood pressure, blood sugar, lipid profile, diet and physical activity were assessed at the beginning and the end of the study.
Findings
An independent t-test showed that weight (p = 0.001), body mass index (p = 0.001), waist circumference (p < 0.001) and waist–hip ratio (p = 0.02), systolic blood pressure (p = 0.04), fasting blood glucose (p = 0.01) and low density lipoprotein (p = 0.03) changed significantly more in the Green Tea Group than in the control group; but no such inter-group difference was observed in diastolic blood pressure, triglyceride, total cholesterol and high density lipoprotein (HDL) values (p > 0.05).
Originality/value
Regular consumption of green tea for eight weeks significantly improved anthropometric indices, blood pressure, blood sugar and lipid profile in women with MetS. Therefore, this beverage can serve as part of an effective dietary strategy to control MetS.