Training, development, education and learning: different or the same? (1997)
Journal Article
Garavan, T. N. (1997). Training, development, education and learning: different or the same?. Journal of European industrial training, 21(2), 39-50. https://doi.org/10.1108/03090599710161711

Attempts to discuss the concepts of training, development, education and learning with regard to employees in terms of their substantive differences. Discusses how these concepts have evolved historically within human resource management and develop... Read More about Training, development, education and learning: different or the same?.

Pre-implementation issues in the adoption of manufacturing management software (1997)
Presentation / Conference Contribution
Wybrow, D. H., & MacKerron, G. (1997, April). Pre-implementation issues in the adoption of manufacturing management software. Presented at Fifth International Conference on Factory 2000 - The Technology Exploitation Process

The North Cape Group is based in Scotland and makes garments and accessories. Within the group, the production planning process has been carried o with the emphasis on meeting the requirements of the Sales Department. With the potential adoption of c... Read More about Pre-implementation issues in the adoption of manufacturing management software.

The information age: implications for education and training in a small economy (1997)
Journal Article
Garrihy, D., & Garavan, T. N. (1997). The information age: implications for education and training in a small economy. Industrial and Commercial Training, 29(7), 208-217. https://doi.org/10.1108/00197859710190724

Information technology presents considerable challenges and opportunities to society. Ireland, as a member of the European Union with a small, open economy which is highly influenced by international trends, has a particular interest in this new phe... Read More about The information age: implications for education and training in a small economy.

Interpersonal skills training for quality service interactions (1997)
Journal Article
Garavan, T. N. (1997). Interpersonal skills training for quality service interactions. Industrial and Commercial Training, 29(3), 70-77. https://doi.org/10.1108/00197859710165056

Achieving improvements in customer service is now recognized as a major challenge facing manufacturing and service industries throughout the world. This challenge is particularly pertinent to the tourism and hospitality sector. Notions of quality in... Read More about Interpersonal skills training for quality service interactions.

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.

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.

Production control systems: radical change in a SME - a case study. (1997)
Presentation / Conference Contribution
Wybrow, D. H., & MacKerron, G. (1997, July). Production control systems: radical change in a SME - a case study. Paper presented at 32nd MATADOR Conference

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.

Rejuvenating communication and information within a SME. (1997)
Presentation / Conference Contribution
Wybrow, D. H., & MacKerron, G. (1997, April). Rejuvenating communication and information within a SME. Paper presented at Concurrent Engineering International Conference

The North Cape group manufactures a range of high quality outdoor garments and accessories. These are sold to retail outlets and on a contract basis. All these garments need to be scheduled through production as required and therefore there is a requ... Read More about Rejuvenating communication and information within a SME..

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.

Enhancing the link between business and operations strategy. (1996)
Book Chapter
MacKerron, G. (1996). Enhancing the link between business and operations strategy. In C. A. Voss (Ed.), Manufacturing strategy: operations strategy in a global context. London Business School

This paper reprots on the use of banchmarking to improve the links between business and operations strategies. The use of benchmarking as a toll to facilitate improvements in these crucial links is examined. The existing literature on process benchma... Read More about Enhancing the link between business and operations strategy..

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.

Polly Peck: the breaking of an entrepreneur? (1996)
Journal Article
Gallagher, J., Lauchlan, J., & Steven, M. (1996). Polly Peck: the breaking of an entrepreneur?. Journal of Small Business and Enterprise Development, 3(1), 3-12. https://doi.org/10.1108/eb020960

Asil Nadir stands accused of fraud and theft. The sums involved are massive. He is openly accused of the misappropriation of about £371 million. In private, the figure is thought to be substantially greater. However, contradictory views are promoted... Read More about Polly Peck: the breaking of an entrepreneur?.

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.