Search Results

In this chapter, the author reports on the preliminary results from a research project which examined the effects of the adoption of new management practices (NMPs), particularly teamworking, on the provision of training in Australian enterprises. A survey of 2000 enterprises was undertaken along with follow-up interviews with 100 enterprises. The research aimed to develop a model of the way in which various NMPs influence the demand for training in enterprises and the way in which training is used to support the implementation of teamworking and other NMPs.

The volume from which this chapter is taken is indexed at TD/TNC 70.182. Selected chapters are indexed from TD/TNC 70.183 to TD/TNC 70.188. Show less

Until a decade ago there was not much in common between the training which took place in enterprises, sometimes known as Human Resource Development (HRD) and the training that took place with TAFE and other providers of vocational education and training (VET). Over the last decade various measures introduced as part of training reform have changed this relationship and this paper, tracing the changes that have taken place, argues that there is now an area of overlap between VET and HRD, where accredited VET programs are delivered in the workplace, and that this area of convergence appears to be growing. Three enterprise case studies are used in the paper to illustrate the nature of the area of overlap, and to suggest some features which contribute to enterprises' likelihood to engage in accredited training. Show less

This article presents the findings from a study of the impact of the introduction of new management practices on the organisation of training in Australian enterprises. The study investigated the impact of five common new management practices: teamworking, total quality management, lean production, business process re-engineering and the learning organisation, as well as a number of other organisational factors. The incidences of these practices were modelled against eight measures of the organisation of training in enterprises. The results confirm that organisational change, as represented by the five new management practices, has had a significant impact on the organisation of training. However, the most significant impact on the way training is organised appears to be on the extent to which training and human resource policy are integrated with business strategy.

Published abstract reprinted by permission of the copyright owner. Show less

This paper provides a critique of some common assumptions about enterprise training in Australia. Drawn from a set of case studies of enterprise training, assumptions about the specific nature of enterprise training, how managers view training, the participation of small and large enterprises in training and the relationship between industrial relations and training are discussed. Some of these assumptions are challenged and the complexity of others is highlighted in the paper. The author again examined this issue in a paper delivered at the 5th Annual International Conference on Post-compulsory Education and Training (TD/TNC 52.41). Show less

Purpose - The purpose of this paper is to examine the statistical evidence for the extent of employer training in Australia and analyse this information in the light of three major qualitative projects that have been undertaken into employer training since the mid-1990s. Design/methodology/approach - The paper reports an analysis of the major statistical databases on employer training in Australia and also draws evidence from three major projects that used a case study method in their qualitative phases. Findings - The paper finds that assumptions about low levels of employer training expenditure in Australia are not supported by the available statistical data. The three qualitative projects examined also support the conclusion that Australian enterprises are increasing both the quality and quantity of the training they provide to their employees. Research limitations/implications - The research projects reported in this paper were completed during the period 1994-2004. Practical implications - The paper concludes that the research evidence supports an increasing quality and quantity of training in Australian enterprises. In recent years this increase in training activity has been partly driven by government policies aimed at making nationally recognised training more available to employers and employees. Originality/value - The paper counters the prevailing assumptions about the quality and quantity of training provided by Australian employers and shows that carefully framed government policy can have a major effect on the level of employer investment in training.

Published abstract reprinted by permission of the copyright owner. Show less

The article promotes the Group for Research in Employment and Training (GREAT). Summarised are the outcomes of research into these topics:

employers’ reasons for staff training and the type of training they provide (Industry Training Studies project, conducted with the University of Technology, Sydney [UTS]);

penetration of competency-based training into the VET system (conducted with the Department of Employment, Education and Youth Affairs).

Reference is made to areas of further research and to other national research projects. Show less

The aim of this research project was to identify the training behaviour of individual enterprises in manufacturing (electronics and food processing sectors) and the building and construction industries. Thirty detailed case studies were undertaken as part of the study, along with an industry analysis and a literature review. Each case study examined three specific areas: current training practices; training decision making in the enterprise; and the determinants of training for the enterprise. Key findings from the research are presented and summarised under six headings: competitive pressure and the role of training; the diversity of training outcomes; importance of quality assurance; the mix of enterprise and individual training needs; national training reforms; and the role and functions of the ITAB (Industry Training Advisory Boards) network. Show less

Australian companies are competing within an increasingly globalised and competitive world. In response to these pressures, companies have had to improve performance and better utilise human resources. This has been addressed with the development of New management practices (NMPs), in an attempt to foster the knowledge and creativity within companies' workforces. In Australia, in 1994/5, the single most important factor driving training provision at the enterprise level was quality improvement. This paper provides an overview of the development of NMPs and the implications for training. It presents data from a survey conducted in 1998, distributed to 3415 Human Resources managers. Decisions to implement NMPs are usually taken at senior level and are also implemented from the top down. The study proposed that training practices depend upon several factors, new management practices, human resource practices, the business and training environment and the nature of the organisation. The survey examined the adoption of new management practices in Australian enterprises and the impact of their implementation on training practices and outcomes. The research confirmed some of the conclusions reached by earlier studies undertaken in Australia, and overseas, and also resulted in a number of new and unexpected conclusions. The disengagement of enterprises from the VET system is highlighted as a major concern. The decentralisation of training and the increasing provision of training by untrained workplace trainers raises issues about the type and quality of training being provided and points to an emerging role for training providers acting as consultants to enterprises. Workplace change is a major driver of enterprise training and changes within Australian workplaces are not slowing. This study confirms the evolutionary and continuous nature of change, leading to a continuing demand for training and the emergence of new training needs. The policy question is not so much about how to encourage employers to invest more in training, but to make sure that the investment results in the best possible outcomes for enterprises, individuals and Australia as a nation.

The volume of papers is indexed at TD/INT 59.531. Show less

In Australia, as elsewhere, much research in the field of vocational education and training has focused on the supply side of the training market. Research has been driven by the perceived need to reform the public provision of training to create a more highly skilled national workforce upon which enterprises can draw to improve their competitiveness. Little, however, is known about the demand side. In particular, the processes of training within the enterprise, while often maligned publicly as being low in quantity and quality, have remained relatively unexplored. This paper reports the results from a two year study of the determinants of training in a range of Australian private sector enterprises. Forty-two case studies of enterprises from five industry sectors were undertaken and a national survey of 1,760 enterprises. The resulting data set is a unique record of the training arrangements that exist within contemporary Australian enterprises. Show less

This study provides a comprehensive picture of the way in which employers navigate the Australian training system and establish partnerships with registered training organisations (RTOs). In terms of evolution over the last 20 years three key factors emerge: (1) while the take-up of nationally recognised training by employers has not increased substantially, this type of training is being used in different ways; (2) the nature of the partnerships between RTOs and employers has changed, from a relationship based on fee-for-service provision to one based on long-term mutual collaboration; and (3) a change in the role of the training function and training staff in organisations has been observed.

Published abstract. Show less