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Outputs (211)

Viewpoint: Linking training policy and practice to organizational goals (1997)
Journal Article
O’Donnell, D., & Garavan, T. N. (1997). Viewpoint: Linking training policy and practice to organizational goals. Journal of European industrial training, 21(9), 301-309. https://doi.org/10.1108/03090599710189144

Argues that a human resource development (HRD) strategy, in alliance with a global‐arching human resource management (HRM) strategy, is the most effective way to link training policy and practice to organizational goals. Both manufacturing and servi... Read More about Viewpoint: Linking training policy and practice to organizational goals.

Discontinuous change in organizations. Using training and development interventions to develop creativity (1995)
Journal Article
Garavan, T. N., & Deegan, J. (1995). Discontinuous change in organizations. Using training and development interventions to develop creativity. Industrial and Commercial Training, 27(11), 18-25. https://doi.org/10.1108/00197859510147607

Considers the availability of objective criteria for creativity enhancement from relevant applied research. Uses research to address the problem of creativity within the framework of artificial intelligence. Compares thinking to using a map and disc... Read More about Discontinuous change in organizations. Using training and development interventions to develop creativity.

Current themes in organizational design: implications for human resource development (1995)
Journal Article
Morley, M. J., & Garavan, T. N. (1995). Current themes in organizational design: implications for human resource development. Journal of European industrial training, 19(11), 3-13. https://doi.org/10.1108/03090599510100035

Examines current themes in organizational design which permeate the extant literature and highlights possible implications for human resource development (HRD). Highlights key factors forcing change and innovation in organization design, namely comp... Read More about Current themes in organizational design: implications for human resource development.

Stakeholders and strategic human resource development (1995)
Journal Article
Garavan, T. N. (1995). Stakeholders and strategic human resource development. Journal of European industrial training, 19(10), 11-16. https://doi.org/10.1108/03090599510095825

Examines a stakeholders approach to maintaining training and development, specifically strategic human resource development. Advocates two models of stakeholder management at the strategic level and also examines the issue of stakeholders at the ope... Read More about Stakeholders and strategic human resource development.

HRD stakeholders:: their philosophies, values, expectations and evaluation criteria (1995)
Journal Article
Garavan, T. N. (1995). HRD stakeholders:: their philosophies, values, expectations and evaluation criteria. Journal of European industrial training, 19(10), 17-30. https://doi.org/10.1108/03090599510095834

Reports empirical evidence on stakeholders′ perceptions vis‐à‐vis the HRD function. Examines both internal and external HRD stakeholder groups and identifies their expectations, values, beliefs and evaluation criteria as they relate to the HRD funct... Read More about HRD stakeholders:: their philosophies, values, expectations and evaluation criteria.

Trade union attitudes to training and development:: the road to a more positive and proactive approach? (1995)
Journal Article
Costine, P., & Garavan, T. N. (1995). Trade union attitudes to training and development:: the road to a more positive and proactive approach?. Journal of European industrial training, 19(10), 38-44. https://doi.org/10.1108/03090599510095843

Examines the attitudes of trade unions to training and development and how this has evolved over the last 25 years. Identifies forces which are bringing about a change in attitude and the key challenges for the future.

Stakeholder analysis: the implications for the management of HRD (1995)
Journal Article
Garavan, T. N. (1995). Stakeholder analysis: the implications for the management of HRD. Journal of European industrial training, 19(10), 45-46. https://doi.org/10.1108/03090599510095852

Considers some of the issues raised in the previous articles. Presents a number of guiding principles for HRD management and looks at a number of structural mechanisms to make a steerer model of stakeholder management practicable.

Eliminating inequality: women‐only training, part 2 (1995)
Journal Article
Brew, K., & Garavan, T. N. (1995). Eliminating inequality: women‐only training, part 2. Journal of European industrial training, 19(9), 28-32. https://doi.org/10.1108/03090599510096635

Describes the new opportunities programme at An Post, the Irish postal service. Follows on from Part 1 in which the literature on women‐only training was considered. Focuses on the actual operation of the programme. First gives a brief background to... Read More about Eliminating inequality: women‐only training, part 2.

Leadership in the public sector: A renewed call to action
Preprint / Working Paper
Grant, K., & Williams, R. Leadership in the public sector: A renewed call to action. Edinburgh

The UK public sector is facing unprecedented challenges, with a growing demand for leaders and leadership to improve the delivery of sustainable public services. This Reflective Learning Paper is co-written by Kirsteen Grant, Associate Professor (Wor... Read More about Leadership in the public sector: A renewed call to action.

Young People’s Expectations of Work and the Readiness of the Workplace for Young People: Two Sides of the Same Coin?
Report
Grant, K., Egdell, V., & Vincent, D. (2021). Young People’s Expectations of Work and the Readiness of the Workplace for Young People: Two Sides of the Same Coin?. Carnegie Trust for the Universities of Scotland

This research examines high-potential Generation-Z’s expectations of work and the contemporary workplace. The expectations of these young people on the cusp of making their education-to-work transition are compared with employers’ expectations of fut... Read More about Young People’s Expectations of Work and the Readiness of the Workplace for Young People: Two Sides of the Same Coin?.