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A new, internationally recognised qualification in direct marketing

In: Industrial and Commercial Training 33 (2001) 7

Persistent link: https://www.econbiz.de/10014757471

A journey towards organisation development

Wright, Nick - In: Industrial and Commercial Training 43 (2011) 7, pp. 422-430

environments by discussing core concepts, practice models and providing guidance on evaluation and development. Design … can guide future thinking, practice, evaluation and development in this field. Originality/value – The paper provides a …

Persistent link: https://www.econbiz.de/10014755570

Evaluation – training's ignored leverage point

O'Connor, John; Little, Bob - In: Industrial and Commercial Training 44 (2012) 5, pp. 273-280

Purpose – The paper aims to describe the results assessment approach to the evaluation of training and development … programmes. Design/methodology/approach – The paper explains the shortfalls with current approaches to evaluation, outlines the … evaluation model can play a key part in ensuring training and development activities are central to an organisation's goal, aims …

Persistent link: https://www.econbiz.de/10014755610

The business training in the automotive industry in Greece: the example of Opel

Brinia, Vasiliki; Pefanis, Konstantinos - In: Industrial and Commercial Training 45 (2013) 4, pp. 209-217

Purpose – The purpose of the paper is to investigate the views of the employees of GM Hellas (the subsidiary of Opel car manufacturer in Greece), with regards to the training they receive from their employer. More specifically, the research seeks to examine two types of training aspects: those...

Persistent link: https://www.econbiz.de/10014755660

The Features of Useful Management Courses

Mmobuosi, Ifechukude B.; Aduaka, Erasmus C. - In: Industrial and Commercial Training 21 (1989) 5

Useful courses satisfy, among other principles, the principles of content and process relevances. They also cut, in the participant′s mind, positive images of the trainer, the course and the course‐offering institution.

Persistent link: https://www.econbiz.de/10014755686

TOO MUCH TRAINING IS A WASTE OF TIME – BUT IT NEEDN′T BE

Gibbons, Andrew - In: Industrial and Commercial Training 23 (1991) 5

Not enough course‐centred training results in long‐term application of learning upon the return to work. Much can be done during a training course to assist the learning transfer process. Practical hints and tips are offered that will help learners overcome what are too often insurmountable...

Persistent link: https://www.econbiz.de/10014755727

MANAGING A SKILLS DEVELOPMENT PROCESS

Carmichael, J.L.; Routledge, C.W. - In: Industrial and Commercial Training 25 (1993) 2

Describes the philosophy and process underpinning a skills development programme which is an integral part of the Professional Management Foundation Programme for part‐time students of the Institute of Personnel Management. Reviews current thinking about the nature of managerial skills and...

Persistent link: https://www.econbiz.de/10014755768

MEASURING PAYBACK FROM HUMAN RESOURCE DEVELOPMENT

Kelly, Andrew - In: Industrial and Commercial Training 25 (1993) 7

the event or programme. Offers managers an evaluation model – which is the outcome of a 12‐month study into evaluation … best practice across the major Scottish companies‐and a range of evaluation tools to apply to HR activity within their own …

Persistent link: https://www.econbiz.de/10014755775

A Model for Designing Objective‐oriented Training Evaluations

McClelland, Sam - In: Industrial and Commercial Training 26 (1994) 1, pp. 3-9

Suggests that course evaluations are an often overlooked part of training, and that instructional designers and other HRD professionals often choose to use standardized forms in an attempt to obtain feedback on how well a course was presented and received. Points out that, though standardized...

Persistent link: https://www.econbiz.de/10014755789

Stop the Organization – I Want to Change It! Part 1

Grubb, Irene M.; Silvestro, Norrie W.; Ward, David F. - In: Industrial and Commercial Training 26 (1994) 1, pp. 23-27

political demands. Despite the planned emphasis on regular evaluation and review, senior managers often found it impossible to …

Persistent link: https://www.econbiz.de/10014755793