Access the full text.
Sign up today, get DeepDyve free for 14 days.
Jack Taylor (1974)
Ten Serious Mistakes in Management Training Development.The Personnel journal
Jones Jones (1980)
Performance Appraisals More WorthwhileManagement, 26
P. Bull (1984)
The Identification and Development of ManagersAsia Pacific Journal of Human Resources, 22
Knight Knight, Wood Wood (1977)
An Appraisal Scheme EvaluatedWork and People, 5
O'Neill O'Neill (1985)
The Personnel Function in Australia: A Shakespearean AnalogyHuman Resource Management Australia, 23
Dowling Dowling, Deery Deery (1985)
The Australian Personnel and Industrial Relations Practitioner: A 1984 ProfileHuman Resource Management Australia, 23
Douglas Douglas (1982)
Five Rules for Successful Investment in TrainingRydge's, 55
Pickett Pickett (1982)
Organisation and Manpower Planning: Towards an Integrated ApproachHuman Resource Management Australia, 20
Rabey Rabey (1980)
Problems of a Training Officer in Search of IdentityHuman Resources Management Australia, 18
King King, Roth Roth (1981)
Impact‐Directed TrainingTraining and Development Journal, 35
R. Collins (1985)
Evolution of the SpeciesAsia Pacific Journal of Human Resources, 23
Bull Bull (1984)
The Identification and Development of ManagersHuman Resource Management Australia, 22
Collins Collins (1985)
Evolution of the Species: A Case for the Occupational Development of Personnel Practitioners through EducationHuman Reosurce Management Australia, 23
P. Dowling, S. Deery (1985)
The Australian Personnel and Industrial Relations Practitioner: A 1984 ProfileAsia Pacific Journal of Human Resources, 23
M. Moore, Philip Dutton (1978)
Training Needs Analysis: Review and CritiqueAcademy of Management Review, 3
Frantzreb Frantzreb (1981)
Human Resource Planning: Forecasting Manpower NeedsPersonnel Journal, 60
J. Phillips (1987)
Handbook of Training Evaluation and Measurement Methods
G. Rabey (1980)
Problems of a Training Officer in Search of IdentityAsia Pacific Journal of Human Resources, 18
Recent writers have suggested that if the training and development function is to be effective in the future, it will need to move beyond its concern with techniques and traditional roles. This paper describes the strategic approaches that the organisation can take to training and development, and suggests that the choice of approach should be based on an analysis of the organisation's needs, management and staff attitudes and beliefs, and the level of resources that can be committed. This more strategic view‐point should be of use in assessing current efforts as well as when planning for the future.
Asia Pacific Journal of Human Resources – Wiley
Published: Aug 1, 1986
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.