Skip to main content

Research Repository

Advanced Search

Licensed house manager skills/competences and the management development process in Bass Taverns (2001)
Journal Article
Brotherton, B., & Watson, S. (2001). Licensed house manager skills/competences and the management development process in Bass Taverns. Human Resource Development International, 4(4), 521-542. https://doi.org/10.1080/13678860010018812

The aim of this paper is to explore the nature of critical licensed house management skills within Bass Taverns. In particular, it focuses on the extent to which these are viewed as being concerned with 'soft' (behavioural) or 'hard' (technical) aspe... Read More about Licensed house manager skills/competences and the management development process in Bass Taverns.

The environmental attitudes and practices of family businesses in the rural tourism and hospitality sectors. (2001)
Journal Article
Carlsen, J., Getz, D., & Ali-Knight, J. (2001). The environmental attitudes and practices of family businesses in the rural tourism and hospitality sectors. Journal of Sustainable Tourism, 9(4), 281-297. https://doi.org/10.1080/09669580108667403

This paper examines the environmental goals of rural, family owned/operated tourism business with a viewto evaluating their conservationethic andcommitment to sustainable tourism. From a survey of 198 family businesses in Western Australia, it was... Read More about The environmental attitudes and practices of family businesses in the rural tourism and hospitality sectors..

Understanding the Irish VET system: beyond neoclassicism (2001)
Journal Article
O’Donnell, D., Garavan, T. N., & McCarthy, A. (2001). Understanding the Irish VET system: beyond neoclassicism. International Journal of Manpower, 22(5), 425-444. https://doi.org/10.1108/EUM0000000005849

Neoclassical approaches continue to dominate evaluations of national skill‐formation systems. Argues for the benefits of including alternative interdisciplinary and theoretically grounded approaches in any evaluation of the Irish system as it relate... Read More about Understanding the Irish VET system: beyond neoclassicism.

Competencies and workplace learning: some reflections on the rhetoric and the reality (2001)
Journal Article
Garavan, T. N., & McGuire, D. (2001). Competencies and workplace learning: some reflections on the rhetoric and the reality. Journal of Workplace Learning, 13(4), 144-164. https://doi.org/10.1108/13665620110391097

The use of competency frameworks as a basis for workplace learning initiatives is now relatively commonplace in organisations. This is reflected in the emphasis given to competencies in the HRD literature. However, the terrain of the competency disc... Read More about Competencies and workplace learning: some reflections on the rhetoric and the reality.

Human capital accumulation: the role of human resource development (2001)
Journal Article
Garavan, T. N., Morley, M., Gunnigle, P., & Collins, E. (2001). Human capital accumulation: the role of human resource development. Journal of European industrial training, 25(2/3/4), 48-68. https://doi.org/10.1108/EUM0000000005437

Introduces the special issue “Human resource development: sectoral and invention‐level evidence of human capital accumulation”. Reviews the concepts and definitions of intellectual and human capital. Considers human capital from individual (employab... Read More about Human capital accumulation: the role of human resource development.

360° feedback process: performance, improvement and employee career development (2001)
Journal Article
McCarthy, A. M., & Garavan, T. N. (2001). 360° feedback process: performance, improvement and employee career development. Journal of European industrial training, 25(1), 5-32. https://doi.org/10.1108/03090590110380614

360° feedback processes have gained popularity as a performance management and career development tool in contemporary organisations. This monograph explores the nature of 360° feedback, investigates the factors which have influenced its emergence a... Read More about 360° feedback process: performance, improvement and employee career development.