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Employers’ discovery of training: self‐development, employability and the rhetoric of partnership

Employers’ discovery of training: self‐development, employability and the rhetoric of partnership Explores recent expressions of support by employers for the importance of training in creating business success. Argues that this change in posture cannot be explained in terms of a growing recognition of the weaknesses of the labour force in intermediate‐level skills, because the new focus is on personal development, self‐management and “correct” attitudes rather than technical skills. Shows that while the changes in the valuation of training are consistent with Anglo‐Saxon notions of business management, they are more reflective of attempts to reshape the employer‐employee relationship. Observes that competitive pressures on organizations over the last 20 years have undermined traditional expectations of career opportunity and job security. This context has created the conditions under which this emphasis on normative training helps in the development of a new kind of psychological contract based on a rhetoric of partnership. Concludes that employers’ discovery of training is more about finding ways to secure employee commitment in uncertain times than about transforming skill levels. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Employee Relations: An International Journal Emerald Publishing

Employers’ discovery of training: self‐development, employability and the rhetoric of partnership

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References (46)

Publisher
Emerald Publishing
Copyright
Copyright © 1999 MCB UP Ltd. All rights reserved.
ISSN
0142-5455
DOI
10.1108/01425459910253000
Publisher site
See Article on Publisher Site

Abstract

Explores recent expressions of support by employers for the importance of training in creating business success. Argues that this change in posture cannot be explained in terms of a growing recognition of the weaknesses of the labour force in intermediate‐level skills, because the new focus is on personal development, self‐management and “correct” attitudes rather than technical skills. Shows that while the changes in the valuation of training are consistent with Anglo‐Saxon notions of business management, they are more reflective of attempts to reshape the employer‐employee relationship. Observes that competitive pressures on organizations over the last 20 years have undermined traditional expectations of career opportunity and job security. This context has created the conditions under which this emphasis on normative training helps in the development of a new kind of psychological contract based on a rhetoric of partnership. Concludes that employers’ discovery of training is more about finding ways to secure employee commitment in uncertain times than about transforming skill levels.

Journal

Employee Relations: An International JournalEmerald Publishing

Published: Feb 1, 1999

Keywords: Job security; Management attitudes; Training

There are no references for this article.