Skip to main content

Research Repository

Advanced Search

Outputs (227)

Graduate assessment centres: an empirical investigation of effectiveness (1997)
Journal Article
Garavan, T. N., & Morley, M. (1997). Graduate assessment centres: an empirical investigation of effectiveness. Career Development International, 2(4), 160-172. https://doi.org/10.1108/13620439710173652

Presents a review of assessment‐centre practice and evaluates its overall effectiveness as a method of selection. There is a specific evaluation of an assessment centre in the banking industry for the selection of graduates. The results do not in ge... Read More about Graduate assessment centres: an empirical investigation of effectiveness.

New perspectives on skill, learning and training: a viewpoint (1997)
Journal Article
O’Donnell, D., & Garavan, T. N. (1997). New perspectives on skill, learning and training: a viewpoint. Journal of European industrial training, 21(4), 131-137. https://doi.org/10.1108/EUM0000000004329

Proposes an integrated germ cell model of development based firmly on a cognitive, as distinct from behaviourist, view of learning and on the psychological theory of activity. Uses this to explore how an umbrella concept of skill allied to a learnin... Read More about New perspectives on skill, learning and training: a viewpoint.

360 degree feedback: its role in employee development (1997)
Journal Article
Garavan, T. N., Morley, M., & Flynn, M. (1997). 360 degree feedback: its role in employee development. Journal of Management Development, 16(2), 134-147. https://doi.org/10.1108/02621719710164300

Focuses on 360 degree feedback which is defined as a contrived method of providing a flow of feedback to employees from all directions. Addresses the purposes of feedback within the organization, with special emphasis on its use for employee develop... Read More about 360 degree feedback: its role in employee development.

The learning organization: a review and evaluation (1997)
Journal Article
Garavan, T. (1997). The learning organization: a review and evaluation. Learning Organization, The, 4(1), 18-29. https://doi.org/10.1108/09696479710156442

Undertakes a critical review of the confused and confusing literature on the learning organization. Draws on both psychological and organizational perspectives, and focuses on the distinction between organizational learning and the concept of the le... Read More about The learning organization: a review and evaluation.

The socialization of high‐potential graduates into the organization: Initial expectations, experiences and outcomes (1997)
Journal Article
Garavan, T. N., & Morley, M. (1997). The socialization of high‐potential graduates into the organization: Initial expectations, experiences and outcomes. Journal of Managerial Psychology, 12(2), 118-137. https://doi.org/10.1108/02683949710164208

Examines the expectations of those graduates recruited by organizations for their “high‐flyer” programmes. Looks at the socialization process that such graduates are exposed to once recruited and evaluates the adjustment and change processes that gr... Read More about The socialization of high‐potential graduates into the organization: Initial expectations, experiences and outcomes.

Career mobility within organizations: implications for career development ‐ part 2 ‐ a case study (1996)
Journal Article
Garavan, T. N., & Coolahan, M. (1996). Career mobility within organizations: implications for career development ‐ part 2 ‐ a case study. Journal of European industrial training, 20(5), 31-39. https://doi.org/10.1108/03090599610119700

Focuses on career mobility and development in a large multi‐disciplinary organization. Discusses a case study, analysing career opportunities of all employees in one organizational unit, concentrating on barriers to career mobility and the human res... Read More about Career mobility within organizations: implications for career development ‐ part 2 ‐ a case study.

Career mobility in organizations: implications for career development ‐ Part I (1996)
Journal Article
Garavan, T. N., & Coolahan, M. (1996). Career mobility in organizations: implications for career development ‐ Part I. Journal of European industrial training, 20(4), 30-40. https://doi.org/10.1108/03090599610117063

Reviews the literature on career mobility and considers its implications for career development practices within organizations. Focuses on individualistic and organizational perspectives and identifies a range of factors which facilitate or inhibit t... Read More about Career mobility in organizations: implications for career development ‐ Part I.

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.

Entrepreneurship Education and Training Programmes:: A Review and Evaluation – Part 2 (1994)
Journal Article
Garavan, T. N., & O′Cinneide, B. (1994). Entrepreneurship Education and Training Programmes:: A Review and Evaluation – Part 2. Journal of European industrial training, 18(11), 13-21. https://doi.org/10.1108/03090599410073505

Considers six entrepreneurial education and training programmes and in particular the development of high‐technology/knowledge‐based venture entrepreneurs. Examines the design features of entrepreneurial programmes and the outcomes which accrued in... Read More about Entrepreneurship Education and Training Programmes:: A Review and Evaluation – Part 2.

Entrepreneurship Education and Training Programmes:: A Review and Evaluation – Part 1 (1994)
Journal Article
Garavan, T. N., & O′Cinneide, B. (1994). Entrepreneurship Education and Training Programmes:: A Review and Evaluation – Part 1. Journal of European industrial training, 18(8), 3-12. https://doi.org/10.1108/03090599410068024

Reviews literature highlighting a number of problems associated with entrepreneurship education and training programmes. The major problem relates to balance: too much of an emphasis on knowledge and not enough on competence; too much emphasis on in... Read More about Entrepreneurship Education and Training Programmes:: A Review and Evaluation – Part 1.

Organisational Structures and Contexts in British National Governing Bodies of Sport (1994)
Journal Article
Theodoraki, E. I., & Henry, I. P. (1994). Organisational Structures and Contexts in British National Governing Bodies of Sport. International Review for the Sociology of Sport, 29(3), 243-265. https://doi.org/10.1177/101269029402900302

This paper reports the findings of the first stages of a research project which investigates the organisational structures of the National Governing Bodies of Sport (NGBs) in Britain and the strategic management styles which these organisations emplo... Read More about Organisational Structures and Contexts in British National Governing Bodies of Sport.

Demand for Training by Bed and Breakfast Operators (1994)
Journal Article
Lynch, P. A. (1994). Demand for Training by Bed and Breakfast Operators. International Journal of Contemporary Hospitality Management, 6(4), 25-31. https://doi.org/10.1108/09596119410060892

Assesses the implications for tourism organizations, with responsibility for training, of promoting world‐class standards in the delivery of the UK tourism product. Analyses the implications through a detailed assessment of the demand for training b... Read More about Demand for Training by Bed and Breakfast Operators.

Supervisory Training and Development:: The Use of Learning Contracts (1994)
Journal Article
Garavan, T. N., & Sweeney, P. (1994). Supervisory Training and Development:: The Use of Learning Contracts. Journal of European industrial training, 18(2), 17-26. https://doi.org/10.1108/03090599410055631

Examines the use of learning contracts to achieve supervisory development in an organization with highly centralized decision‐making processes and a strong power‐based culture. Shows that a well‐managed learning contract process can significantly in... Read More about Supervisory Training and Development:: The Use of Learning Contracts.