Attempts to advance the role of training: Process and context

Employee Relations

Volumn 22, Issue 4, 2000, Pages 375-402

  Hallier, Jerry ^a   Butts, Stewart ^a  

^a UNIVERSITY OF STIRLING   (United Kingdom)

Author keywords

Influence; Line management; Roles; Status; Trainers; Training

Indexed keywords

EID: 84986019158     PISSN: 01425455     EISSN: None     Source Type: Journal    
DOI: 10.1108/01425450010340371     Document Type: Article

References (27)

1. Ashton, D. and Felstead, A. (1995), “Training and development”, in Storey, J. (Ed.), Human Resource Management: A Critical Text, Routledge, London, pp. 234-53.
2. Coopers and Lybrand Associates (1985), A Challenge to Complacency: Changing Attitudes to Training, HMSO, London.
3. Garavan, T.N., Barnicle, B. and Haraty, N. (1993), “The training and development function: its search for power and influence in organizations”, Journal of European Training, Vol. 17 No. 7, pp. 22-32.
4. Glaser, B. and Strauss, A.L. (1967), The Discovery of Grounded Theory: Strategies for Qualitative Research, Aldine, Chicago, IL.
5. Hallier, J. and Butts, S. (1999), “Employers’ discovery of training: self-development, employability and the rhetoric of partnership”, Employee Relations, Vol. 21 Nos 1 and 2, pp. 80-94.
6. Handy, C. (1990), Inside Organizations, BBC Books, London.
7. Leduchowicz, T. (1984), A Guide to Trainer Effectiveness, Manpower Services Commission, Sheffield.
8. Legge, K. (1978), Power, Innovation and Problem Solving in Personnel Management, McGraw-Hill, Maidenhead.
9. McLagen, P. and McCullough, R. (1983), Models for Excellence: The Conclusions and Recommendations of the ASTD Training and Development Competency Study, ASTD, Washington, DC.
10. Nijhof, W. and deRik, R. (1997), “Roles, competences and outputs of HRD practice: a comparative study in four European countries”, Journal of European Industrial Training, Vol. 21 No. 6/7, pp. 247-55.
11. Pettigrew, A. (1985), Awakening Giant, Blackwell, Oxford.
12. Pettigrew, A., Jones, E. and Reason, P. (1982), Training and Development Roles in Their Organisational Setting, MSC, Sheffield Training Division, Sheffield.
13. Procter, S. and Currie, G. (1999), “The role of the personnel function: roles, perceptions and processes in an NHS trust”, International Journal of Human Resource Management, Vol. 10 No. 6, pp. 1077-91.
14. Purcell, J. (1989), “The impact of corporate strategy on human resource management”, in Storey, J. (Ed.), New Perspectives on Human Resource Management, Routledge, London, pp. 67-91.
15. Salencik, G.R. and Pfeffer, J. (1977), “Who gets power and how they hold on to it – a strategic contingency model of power”, Organizational Dynamics, Winter.
16. Sherif, M. (1966), Group Conflict and Cooperation, Routledge and Kegan Paul, London.
17. Sloman, M. (1994), “Coming in from the cold: a new role for trainers”, Personnel Management, Vol. 26 No. 1, pp. 24-7.
18. Starkey, K. (1990), Review essay: “Studies on transitions: meanings and method”, Journal of Management Studies, Vol. 27 No. 1, pp. 97-110.
19. Stewart, J. (1996), Managing Change Through Training and Development, Kogan Page, London.
20. Stewart, J., Manhire, E. and Hall, R. (1999), “Employee training and development”, in Leopold, J., Harris, L. and Watson, T. (Eds), Strategic Human Resourcing: Principles, Perspectives and Practices, FT Pitman Publishing, London, pp. 217-38.
21. Storey, J (1992), Developments in the Management of Human Resources, Blackwell, Oxford.
22. Torrington, D. (1998), “Crisis and opportunity in HRM: the challenge for the personnel function”, in Sparrow, P.R. and Marchington, M. (Eds), Human Resource Management: The New Agenda, Financial Times-Pitman Publishing, London, pp. 23-36.
23. Turner, J.C. (1981), “The experimental social psychology of intergroup behaviour”, in Turner, J.C. and Giles, H. (Eds), Intergroup Behaviour, Blackwell, Oxford.
24. Ulrich, D. (1997), Human Resource Champions, Harvard Business School Press, Boston, MA.
25. Wilkinson, A. and Marchington, M. (1994), “TQM: instant pudding for the personnel function?”, Human Resource Management Journal, Vol. 5, pp. 33-49.
26. Worchel, S. (1986), “The role of cooperation in reducing intergroup conflict”, in Worchel, S. and Austin, W.G. (Eds), Psychology of Intergroup Relations, Nelon-Hall, Chicago, IL.
27. Zuboff, S. (1988), In the Age of the Smart Machine: The Future of Work and Power, Heinemann, Oxford.