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Summarizes experience gained from implementation and review of the needs assessment process in 12 client‐driven applied research studies and puts it forth as a set of propositions which relate to decisions concerning organization and societal economic development projects. Suggests that a needs‐assessment process must be client‐owned, pragmatic and result in outcomes which are usable and perceived by stakeholders to be important. As well as being grounded in economic and research theory, a needs assessment must contain definable data sets comprising skill/knowledge profiles categorized into some usable format. The 12 studies provide support for these ideas, validating models characterized by intensive involvement and topdown/bottom‐up consultation developed in the authors′ previous publications.

Qualitative information‐gathering techniques are focused on to determine whether they can be adapted or adopted to support strategic goal‐setting. Much of the literature suggests that if planning is based on information gathered and presented in a manner which managers can understand they are more likely to act on it, and, for this reason, qualitative rather than quantitative techniques are stressed here. Factors which are not amenable to numerate analysis but which are useful to the strategic planner, such as experience, judgement and intuition, are also isolated and analysed. An attempt is made to facilitate the use of qualitative data‐gathering methods and suggestions are made as to where particular techniques may prove beneficial, together with their limitations. Research, from a small (n = 20), in‐depth survey of small business owners/ managers in Canada, is included which shows that they do not use quantitative planning processes but that judgemental techniques were most widely used; in general, the less sophisticated the planning process the higher it would be ranked among the survey participants. The research from other surveys also shows that scientific mathematically based models often do not fit with small business organisational reality and that methodologies should be developed that integrate research into the decision‐making process.

Outlines how human competency engineering can be used as a change maangement or organizational development tool, based upon studies conducted in Canada, Hong Kong and Indonesia. Suggests that a change model based on the practical application of social science and physical science concepts can be applied over several cultures.

Explores how easy (or otherwise) it is for small businesses to take advantage of the huge markets opening up in the People’s Republic of China. Profiles a Hong Kong‐based office furniture manufacturer and distributor (Logic Office Supplies) as an example of successful market penetration. Outlines the research methodology used ‐ field research conducted in 1992 and 1993, which looked at the historical development of the market, the industry size and profile, the growth of private enterprise, government relations, the legal environment and an analysis of the competition. Explains why the company chose to follow a four‐pronged entry strategy and how they implemented that strategy. Infers that the company’s success was largely due to a careful choice of partners. Points out that sales increased from HK$40 million in 1989 to HK$400 million in 1994. Applies this successful approach to drawing up a conceptual framework for smaller businesses wishing to expand into China. Talks about stage of entry, mode of entry, and whether to opt for permanent representation or joint ventures. Provides a model showing five stages in the process of expanding into China. Concludes that it is not easy to expand into China and that the best route for small businesses to follow is to sell through trading houses and distributorships.

This book aimed to conceptualise a construction workforce management model suitable for effectively managing workers in construction organisations. To this end, this chapter presents the conceptualised model, which consists of seven workforce management practices with their respective measurement variables. Drawing from existing theories, models, and practices, the chapter concludes that a construction organisation that will attain its strategic objectives in the current fourth industrial revolution era must be willing to promote effective recruitment and selection, compensation and benefits, performance management and appraisal, employee involvement and empowerment, training and development, as well as improving workers emotional intelligence and handling external environment pressure. These practices can promote proactiveness, participation, and improved skills and can lead to effective commitment, better quality, and flexibility within the organisation.

There is mounting evidence to suggest that business schools are not meeting the needs of either the business community, or their students. Evidence comes from sources as diverse as the popular press and AACSB reports. This article outlines a student‐centred, alternative business education strategy, based on the ISO‐9000 concept. Our suggestions include a redefinition of the role of research, the enhancement of choice and the inclusion of continuous learning requirements within a system in which the stakeholders have major input.

Reviews a number of models, discussing the strengths and the weaknesses of each. In every case, the contribution to global competitiveness is highlighted, so that piece by piece, a comprehensive outline of current knowledge is developed. Based on this comprehensive background, a new model is proposed. As the authors have benefited from the work of many other scholars and practitioners, the “individually‐focused model” is a pragmatic tool that can be used by the practising manager.

Reports on a study of current and past training literature which suggests that, to be effective and to isolate both training needs and those problems having other, non‐trainable solutions, training must be preceded by a needs analysis. Proposes a needs assessment model to illustrate an optimum needs assessment process, and compares this model with the Ontario Government′s “Ontario Skill” (OS) programme, a multi‐million dollar, provincially‐funded training scheme. If, as the literature suggests, needs assessment must preclude training, then it is likely that OS monies are being wasted, as under the current administrative system it is virtually impossible to conduct in‐depth assessments. Suggests ways in which needs assessment can be improved, by shifting the burden from the Government′s consultants onto specially‐trained employer representatives. It is felt that such a shift would enable sufficient time to be spent on the thousands of needs assessments conducted every year under the auspices of this massive training initiative. The methodology suggested here would be applicable to any large‐scale provincial or state‐run industrial training programme.

Spirituality is a concept that explains the spiritual dimension of human beings. Meaning of life, being together, and the bigger one's existence are the components of spirituality. In that manner, workplace spirituality is an area that endeavors to find the meaning of the work together with the community. Research reveals that workplace spirituality has several dimensions, and inner life, sense of community, and meaning at work are validly used. Though developing in the research area, misunderstandings and misuses of the phenomenon causes several dark sides. In this context, this chapter aims to reveal these in five aspects to contribute to enhancing the literature. The ambiguity in defining spirituality and religion is the first dark point in understanding workplace spirituality. Accepting spiritual executions at work as a tool for profitability is the second. The scarcity of awareness of executive leaders about workplace spirituality is the other. Considering the studies on workplace spirituality as a fad and the expected difficulties in developments about the area is the fourth. Finally, workplace spirituality-based misbehaviors at work are the last dark side, addressed in this study. In addition to the explanations in its content, the authors present a bibliometric analysis conducted by R. The chapter concludes with general evaluations and suggestions for future studies.