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英国business dissertation范文:Training Development Employees [4]

论文作者:www.51lunwen.org论文属性:硕士毕业论文 thesis登出时间:2015-04-24编辑:felicia点击率:29283

论文字数:论文编号:org201504232008054067语种:英语 English地区:英国价格:免费论文

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摘要:这是一篇英国毕业论文范文,主要研究了在英国组织和政府对人才技能培训工作的现状及提出对策。

outside of their work environment (Mullins, L. 2005).


Training can be used as a change agent, to change the culture of an organisation. It is also a tool to improve organisational effectiveness, especially in fiercely competitive markets. All too often organisations that are facing financial problems will cut back the training program, where as they could be used to increase overall performance. The training budget is viewed too often as an expendable, and the first to cut or even go in crises (Rogers 2004).


3.3 Why Train


Nobody in business would disagree with the cliché that a company is only as good as the people in it. But opinions differ on how that translates into practice, and what it means in terms of the way a firm goes about gathering and developing a world-class staff line-up. With near full employment in the UK, the fight for talent is as ruthless as ever, and getting, hanging on to and developing those people remains the HR issue of the moment.


The principal function of any organisation is to increase the value of the business and therefore enhance the wealth of its Owner(s). This is obtained by efficient use of the limited “resources” available to them(T Blackwood, 1995). Garrick (1998) discussed that training inextricably linked to market economics, that 'knowledge is prized ins far as it can generate a market advantage“(Garrick 1998:5). This leads to the assumption that though training and developing employees, it can give the organisation advantage, increasing profit.


Best (2001) discussed the “new economy, as a knowledge-based economy without borders, where the race is between companies and locales over how to learn faster and organise more flexibly to take advantage of technology-enabled market opportunities” (Best (2001) cited in DeFillippi, R. 2002). Organisations have changed in the way they operate, shifting from immobile-wired infrastructures to mobile, miniature, and wireless modes of communication, computing, and transacting. Customers now demand 24 hour service, with “anytime, anyplace' solutions of their problems (DeFillippi, R. 2002).


Radical shifts are taking place in management theory; these shifts need to be reflected in the theory of training and development. The move towards a knowledge economy makes these shifts vital to the survival of the organisation. Ideas of training tend to focus on results; typically they are short-term and assume transferable skills. Ideas of personal development may be insufficiently focused on the workplace. Therefore for an organisation to enter the knowledge economy, it is vital for them to review their training and development to a broader aspect (Bryans, P. & Smith, R. 2000).


Increasingly, as the nature of business and organisations change, its ‘leaders are recognising that their most valuable assets are their skilled employees and, more significantly, the knowledge, both tacit and explicit, that is possessed by these employees. The 'knowledge is power' cliché has never been more accurate than in today's corporate world. This added value that this can be seen in products and services is now dependant on knowledge based intangibles (Rogers 2004). 论文英语论文网提供整理,提供论文代写英语论文代写代写论文代写英语论文代写留学生论文代写英文论文留学生论文代写相关核心关键词搜索。

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