Abstract
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Abstract
Details
Keywords
Russell Wordsworth, Sanna Malinen and Martyn Sloman
This paper highlights the Partnership Model as an apposite approach to the planning and implementation of learning in organizations.
Abstract
Purpose
This paper highlights the Partnership Model as an apposite approach to the planning and implementation of learning in organizations.
Design/methodology/approach
The authors provide a brief overview of the changing context for learning and development in organizations, followed by a discussion on the need for a shift in our approach to training. The authors draw attention to the Partnership Model as a solution to move forward.
Findings
The knowledge‐driven economy demands new skills sets for employees and new approaches to learning in organizations, yet trainer‐centric models such as ADDIE still dominate the training literature and practice. As a result, potentially more suitable approaches, such as the Partnership Model, have not gained traction with practitioners. The authors suggest that this is in part due to the practical challenges involved in establishing learning cultures and partnerships in organizations.
Research limitations/implications
The paper offers practical suggestions for developing a more learner‐centric, strategically aligned learning and development function through partnership and conversation with key stakeholders in the organization.
Originality/value
The paper offers practical suggestions for developing a more learner‐centric, strategically aligned learning and development function through partnership and conversation with key stakeholders in the organization.
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The purpose of this paper is to consider critically Government policy options in achieving growth through skills acquisition and deployment.
Abstract
Purpose
The purpose of this paper is to consider critically Government policy options in achieving growth through skills acquisition and deployment.
Design/methodology/approach
The approach takes the form of a review of policies drawing on literature from a number of countries.
Findings
Government has a tendency to offer macro‐solutions to a micro problem and is impotent as a result. The main hope lies in long‐term development through the education system.
Practical implications
The paper argues for a change in perspective from Government and a shift away from unhelpful initiatives. It calls for a long‐term investment in education.
Originality/value
The paper links the Government's macro‐economic policies with the micro‐ implications at the level of the firm.
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Eleftheria Katsiri, Jean Bacon and Alan Mycroft
The event‐driven paradigm is appropriate for context aware, distributed applications, yet basic events may be too low level to be meaningful to users. The authors aim to argue…
Abstract
Purpose
The event‐driven paradigm is appropriate for context aware, distributed applications, yet basic events may be too low level to be meaningful to users. The authors aim to argue that this bottom‐up approach is insufficient to handle very low‐level sensor data or to express all the queries users might wish to make.
Design/methodology/approach
The authors propose an alternative model for querying and subscribing transparently to distributed state in a real‐time, ubiquitous, sensor‐driven environment such as is found in Sentient Computing.
Findings
The framework consists of four components: a state‐based, temporal first‐order logic (TFOL) model that represents the concrete state of the world, as perceived by sensors; an expressive TFOL‐based language, the Abstract Event Specification Language (AESL) for creating abstract event definitions, subscriptions and queries; a higherorder service (Abstract Event Detection Service) that accepts a subscription containing an abstract event definition as an argument and in return publishes an interface to a further service, an abstract event detector; and a satisfiability service that applies classical, logical satisfiability in order to check the satisfiability of the AESL definitions against the world model, in a manner similar to a constraint‐satisfaction problem.
Originality/value
The paper develops a model‐based approach, appropriate for distributed, heterogeneous environments.
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Aurélie Girard and Bernard Fallery
The Internet has already impacted the recruitment process. The development of Web 2.0 offers new perspectives to recruiters. Are Web 2.0 practices revealing new e-recruitment…
Abstract
The Internet has already impacted the recruitment process. The development of Web 2.0 offers new perspectives to recruiters. Are Web 2.0 practices revealing new e-recruitment strategies? We first connect the resource-based view (RBV) and the social network theory (SNT) respectively with Web 1.0 and Web 2.0. Then we present the results from an exploratory study conducted among recruiters in software and computing services companies. It appears that the use of Web 1.0 is generalized but insufficient. Web 2.0 is used by firms to develop employer branding and reputation and to create new relationships with potential applicants. In conclusion, we adapt Ruël et al.'s e-HRM model to obtain a global view of e-recruitment issues.
To highlight the shift from training to learning.
Abstract
Purpose
To highlight the shift from training to learning.
Design/methodology/approach
This was case‐study driven.
Findings
There has been a shift from training to learning.
Practical implications
It is about how the individual learns. The type of training or learning must meet the needs of both the individual and the organization.
Originality/value
This is valuable to trainers, employers, managers and staff.
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Keywords
Martyn Sloman and Maram Al Dowayan
Short projects are often the most illuminating. This article seeks to draw some lessons from a simple research project. The methods used in the research are easily understood; the…
Abstract
Short projects are often the most illuminating. This article seeks to draw some lessons from a simple research project. The methods used in the research are easily understood; the conclusion will cause no surprise to any human resource development professional. What is important is to expose some of the implications. They are far‐reaching and challenge many of our traditional approaches to implementing human resource development in organizations.
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A previous article showed how business games could be used more effectively for educational purposes. What may be less familiar to many readers of this Journal, however, are the…
Abstract
A previous article showed how business games could be used more effectively for educational purposes. What may be less familiar to many readers of this Journal, however, are the growing number of ways in which a variety of games are being used for research into behavioural and organisational issues. This article discusses a number of different examples. The underlying methodology is described and compared with other approaches to organisational research. The key requirements for the use of games for research purposes are outlined.
In May 1985, a new module was added to the syllabus of the Middle Management Course at the Staff College of the National Coal Board. This module, called the “Enterprise Study”…
Abstract
In May 1985, a new module was added to the syllabus of the Middle Management Course at the Staff College of the National Coal Board. This module, called the “Enterprise Study”, was a live in‐basket exercise based on the experience that NCB managers encountered in establishing a new subsidiary job‐creation company, NCB (Enterprise) Ltd. The teaching format was novel and, as experience was gained from operation, unexpected benefits were derived and drawbacks discovered. The perspective as to the purpose and value was altered as a result.