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Publisher: Emerald   (Total: 312 journals)

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Showing 1 - 200 of 312 Journals sorted alphabetically
A Life in the Day     Hybrid Journal   (Followers: 9)
Accounting Auditing & Accountability J.     Hybrid Journal   (Followers: 20)
Accounting Research J.     Hybrid Journal   (Followers: 21, SJR: 0.148, h-index: 3)
Accounting, Auditing and Accountability J.     Hybrid Journal   (Followers: 10, SJR: 0.972, h-index: 30)
Advances in Accounting Education     Hybrid Journal   (Followers: 12)
Advances in Appreciative Inquiry     Hybrid Journal   (SJR: 0.107, h-index: 4)
Advances in Dual Diagnosis     Hybrid Journal   (Followers: 45)
Advances in Gender Research     Full-text available via subscription   (Followers: 1)
Advances in Intl. Marketing     Full-text available via subscription  
Advances in Mental Health and Intellectual Disabilities     Hybrid Journal   (Followers: 50, SJR: 0.211, h-index: 3)
Advances in Mental Health and Learning Disabilities     Hybrid Journal   (Followers: 22)
African J. of Economic and Management Studies     Hybrid Journal   (Followers: 8)
Agricultural Finance Review     Hybrid Journal  
Aircraft Engineering and Aerospace Technology     Hybrid Journal   (Followers: 92, SJR: 0.339, h-index: 15)
American J. of Business     Hybrid Journal   (Followers: 10)
Anti-Corrosion Methods and Materials     Hybrid Journal   (Followers: 5, SJR: 0.309, h-index: 23)
Arts Marketing : An Intl. J.     Hybrid Journal   (Followers: 8)
Asia Pacific J. of Marketing and Logistics     Hybrid Journal   (Followers: 6)
Asia-Pacific J. of Business Administration     Hybrid Journal   (Followers: 3, SJR: 0.237, h-index: 4)
Asian Education and Development Studies     Hybrid Journal   (Followers: 4)
Asian J. on Quality     Hybrid Journal  
Asian Review of Accounting     Hybrid Journal   (Followers: 1, SJR: 0.174, h-index: 3)
Aslib J. of Information Management     Hybrid Journal   (Followers: 13)
Aslib Proceedings     Hybrid Journal   (Followers: 153, SJR: 0.558, h-index: 23)
Assembly Automation     Hybrid Journal   (Followers: 1, SJR: 0.439, h-index: 20)
Baltic J. of Management     Hybrid Journal   (Followers: 2, SJR: 0.2, h-index: 10)
Benchmarking : An Intl. J.     Hybrid Journal   (Followers: 9, SJR: 0.554, h-index: 28)
British Food J.     Hybrid Journal   (Followers: 13, SJR: 0.361, h-index: 25)
Built Environment Project and Asset Management     Hybrid Journal   (Followers: 14, SJR: 0.248, h-index: 3)
Business Process Management J.     Hybrid Journal   (Followers: 7, SJR: 0.841, h-index: 31)
Business Strategy Series     Hybrid Journal   (Followers: 5, SJR: 0.151, h-index: 3)
Campus-Wide Information Systems     Hybrid Journal   (Followers: 5, SJR: 0.246, h-index: 12)
Career Development Intl.     Hybrid Journal   (Followers: 14, SJR: 0.721, h-index: 22)
China Agricultural Economic Review     Hybrid Journal   (SJR: 0.419, h-index: 6)
China Finance Review Intl.     Hybrid Journal   (Followers: 3)
Chinese Management Studies     Hybrid Journal   (Followers: 4, SJR: 0.424, h-index: 7)
Circuit World     Hybrid Journal   (Followers: 15, SJR: 0.297, h-index: 15)
Clinical Governance: An Intl. J.     Hybrid Journal   (Followers: 23, SJR: 0.176, h-index: 13)
Collection Building     Hybrid Journal   (Followers: 10, SJR: 0.461, h-index: 8)
COMPEL: The Intl. J. for Computation and Mathematics in Electrical and Electronic Engineering     Hybrid Journal   (Followers: 3, SJR: 0.224, h-index: 18)
Competitiveness Review : An Intl. Business J. incorporating J. of Global Competitiveness     Hybrid Journal   (Followers: 3)
Construction Innovation: Information, Process, Management     Hybrid Journal   (Followers: 12)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 2, SJR: 0.394, h-index: 18)
Corporate Governance Intl. J. of Business in Society     Hybrid Journal   (Followers: 6, SJR: 0.345, h-index: 21)
Critical Perspectives on Intl. Business     Hybrid Journal   (SJR: 0.311, h-index: 11)
Cross Cultural Management An Intl. J.     Hybrid Journal   (Followers: 7, SJR: 0.648, h-index: 6)
Development and Learning in Organizations     Hybrid Journal   (Followers: 8, SJR: 0.123, h-index: 6)
Direct Marketing An Intl. J.     Hybrid Journal   (Followers: 6)
Disaster Prevention and Management     Hybrid Journal   (Followers: 17, SJR: 0.352, h-index: 24)
Drugs and Alcohol Today     Hybrid Journal   (Followers: 86, SJR: 0.129, h-index: 2)
Education + Training     Hybrid Journal   (Followers: 18, SJR: 0.39, h-index: 21)
Education, Business and Society : Contemporary Middle Eastern Issues     Hybrid Journal   (SJR: 0.243, h-index: 6)
Employee Relations     Hybrid Journal   (Followers: 5, SJR: 0.446, h-index: 16)
Engineering Computations     Hybrid Journal   (Followers: 3, SJR: 0.567, h-index: 36)
Engineering, Construction and Architectural Management     Hybrid Journal   (Followers: 12, SJR: 0.468, h-index: 20)
Equal Opportunities Intl.     Hybrid Journal   (Followers: 3)
Equality, Diversity and Inclusion : An Intl. J.     Hybrid Journal   (Followers: 11, SJR: 0.37, h-index: 4)
Ethnicity and Inequalities in Health and Social Care     Hybrid Journal   (Followers: 8, SJR: 0.109, h-index: 1)
EuroMed J. of Business     Hybrid Journal   (Followers: 1)
European Business Review     Hybrid Journal   (Followers: 6, SJR: 0.368, h-index: 15)
European J. of Innovation Management     Hybrid Journal   (Followers: 17, SJR: 0.442, h-index: 22)
European J. of Marketing     Hybrid Journal   (Followers: 19, SJR: 0.957, h-index: 38)
European J. of Training and Development     Hybrid Journal   (Followers: 7, SJR: 0.296, h-index: 18)
Evidence-based HRM     Hybrid Journal   (Followers: 5)
Facilities     Hybrid Journal   (Followers: 2, SJR: 0.34, h-index: 13)
foresight     Hybrid Journal   (Followers: 8, SJR: 0.62, h-index: 16)
Gender in Management : An Intl. J.     Hybrid Journal   (Followers: 14, SJR: 0.495, h-index: 17)
Grey Systems : Theory and Application     Hybrid Journal   (Followers: 1)
Health Education     Hybrid Journal   (Followers: 4, SJR: 0.345, h-index: 13)
Higher Education, Skills and Work-based Learning     Hybrid Journal   (Followers: 37, SJR: 0.121, h-index: 2)
History of Education Review     Hybrid Journal   (Followers: 10, SJR: 0.102, h-index: 1)
Housing, Care and Support     Hybrid Journal   (Followers: 8, SJR: 0.155, h-index: 3)
Human Resource Management Intl. Digest     Hybrid Journal   (Followers: 13, SJR: 0.105, h-index: 5)
Humanomics     Hybrid Journal   (Followers: 1, SJR: 0.104, h-index: 1)
Indian Growth and Development Review     Hybrid Journal   (SJR: 0.131, h-index: 1)
Industrial and Commercial Training     Hybrid Journal   (Followers: 5, SJR: 0.318, h-index: 10)
Industrial Lubrication and Tribology     Hybrid Journal   (Followers: 6, SJR: 0.46, h-index: 15)
Industrial Management & Data Systems     Hybrid Journal   (Followers: 4, SJR: 0.989, h-index: 54)
Industrial Robot An Intl. J.     Hybrid Journal   (Followers: 3, SJR: 0.421, h-index: 25)
Info     Hybrid Journal   (Followers: 1, SJR: 0.337, h-index: 17)
Information and Computer Security     Hybrid Journal   (Followers: 17, SJR: 0.29, h-index: 28)
Information Technology & People     Hybrid Journal   (Followers: 43, SJR: 0.664, h-index: 21)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 14)
Interlending & Document Supply     Hybrid Journal   (Followers: 59, SJR: 0.593, h-index: 10)
Internet Research     Hybrid Journal   (Followers: 44, SJR: 0.846, h-index: 44)
Intl. J. for Lesson and Learning Studies     Hybrid Journal   (Followers: 1)
Intl. J. for Researcher Development     Hybrid Journal   (Followers: 9)
Intl. J. of Accounting and Information Management     Hybrid Journal   (Followers: 5, SJR: 0.265, h-index: 4)
Intl. J. of Bank Marketing     Hybrid Journal   (Followers: 6, SJR: 0.672, h-index: 26)
Intl. J. of Climate Change Strategies and Management     Hybrid Journal   (Followers: 9, SJR: 0.211, h-index: 3)
Intl. J. of Clothing Science and Technology     Hybrid Journal   (Followers: 4, SJR: 0.436, h-index: 20)
Intl. J. of Commerce and Management     Hybrid Journal  
Intl. J. of Conflict Management     Hybrid Journal   (Followers: 14, SJR: 0.322, h-index: 31)
Intl. J. of Contemporary Hospitality Management     Hybrid Journal   (Followers: 8, SJR: 1.2, h-index: 24)
Intl. J. of Culture Tourism and Hospitality Research     Hybrid Journal   (Followers: 11, SJR: 0.113, h-index: 1)
Intl. J. of Development Issues     Hybrid Journal   (Followers: 8)
Intl. J. of Disaster Resilience in the Built Environment     Hybrid Journal   (Followers: 7, SJR: 0.181, h-index: 5)
Intl. J. of Educational Management     Hybrid Journal   (Followers: 3, SJR: 0.508, h-index: 16)
Intl. J. of Emergency Services     Hybrid Journal   (Followers: 2)
Intl. J. of Emerging Markets     Hybrid Journal   (Followers: 3)
Intl. J. of Energy Sector Management     Hybrid Journal   (Followers: 3, SJR: 0.187, h-index: 7)
Intl. J. of Entrepreneurial Behaviour & Research     Hybrid Journal   (Followers: 5, SJR: 0.545, h-index: 20)
Intl. J. of Event and Festival Management     Hybrid Journal   (Followers: 6)
Intl. J. of Gender and Entrepreneurship     Hybrid Journal   (Followers: 4)
Intl. J. of Health Care Quality Assurance     Hybrid Journal   (Followers: 6, SJR: 0.357, h-index: 25)
Intl. J. of Housing Markets and Analysis     Hybrid Journal   (Followers: 7, SJR: 0.32, h-index: 4)
Intl. J. of Intelligent Computing and Cybernetics     Hybrid Journal   (Followers: 1, SJR: 0.323, h-index: 7)
Intl. J. of Intelligent Unmanned Systems     Hybrid Journal   (Followers: 4)
Intl. J. of Islamic and Middle Eastern Finance and Management     Hybrid Journal   (Followers: 6)
Intl. J. of Law and Management     Hybrid Journal   (Followers: 2)
Intl. J. of Law in the Built Environment     Hybrid Journal   (Followers: 4, SJR: 0.104, h-index: 1)
Intl. J. of Leadership in Public Services     Hybrid Journal   (Followers: 5)
Intl. J. of Lean Six Sigma     Hybrid Journal   (Followers: 6)
Intl. J. of Logistics Management     Hybrid Journal   (Followers: 8, SJR: 1.088, h-index: 8)
Intl. J. of Managerial Finance     Hybrid Journal   (Followers: 5, SJR: 0.269, h-index: 8)
Intl. J. of Managing Projects in Business     Hybrid Journal   (Followers: 1)
Intl. J. of Manpower     Hybrid Journal   (Followers: 1, SJR: 0.329, h-index: 29)
Intl. J. of Mentoring and Coaching in Education     Hybrid Journal   (Followers: 15)
Intl. J. of Migration, Health and Social Care     Hybrid Journal   (Followers: 8, SJR: 0.176, h-index: 3)
Intl. J. of Numerical Methods for Heat & Fluid Flow     Hybrid Journal   (Followers: 7, SJR: 0.591, h-index: 26)
Intl. J. of Operations & Production Management     Hybrid Journal   (Followers: 11, SJR: 1.344, h-index: 75)
Intl. J. of Organizational Analysis     Hybrid Journal   (Followers: 3, SJR: 0.226, h-index: 7)
Intl. J. of Pervasive Computing and Communications     Hybrid Journal   (Followers: 3, SJR: 0.185, h-index: 8)
Intl. J. of Pharmaceutical and Healthcare Marketing     Hybrid Journal   (Followers: 4, SJR: 0.221, h-index: 9)
Intl. J. of Physical Distribution & Logistics Management     Hybrid Journal   (Followers: 9, SJR: 1.305, h-index: 34)
Intl. J. of Prisoner Health     Hybrid Journal   (Followers: 8, SJR: 0.195, h-index: 9)
Intl. J. of Productivity and Performance Management     Hybrid Journal   (Followers: 5, SJR: 0.479, h-index: 23)
Intl. J. of Public Sector Management     Hybrid Journal   (Followers: 16, SJR: 0.323, h-index: 28)
Intl. J. of Quality & Reliability Management     Hybrid Journal   (Followers: 6, SJR: 0.653, h-index: 50)
Intl. J. of Quality and Service Sciences     Hybrid Journal   (Followers: 2)
Intl. J. of Retail & Distribution Management     Hybrid Journal   (Followers: 3, SJR: 0.542, h-index: 26)
Intl. J. of Service Industry Management     Hybrid Journal   (Followers: 2)
Intl. J. of Social Economics     Hybrid Journal   (Followers: 9, SJR: 0.261, h-index: 19)
Intl. J. of Sociology and Social Policy     Hybrid Journal   (Followers: 41, SJR: 0.139, h-index: 2)
Intl. J. of Structural Integrity     Hybrid Journal   (SJR: 0.366, h-index: 5)
Intl. J. of Sustainability in Higher Education     Hybrid Journal   (Followers: 9, SJR: 1.081, h-index: 22)
Intl. J. of Web Information Systems     Hybrid Journal   (Followers: 4, SJR: 0.239, h-index: 10)
Intl. J. of Wine Business Research     Hybrid Journal   (Followers: 6)
Intl. J. of Workplace Health Management     Hybrid Journal   (Followers: 8, SJR: 0.203, h-index: 5)
Intl. Marketing Review     Hybrid Journal   (Followers: 13, SJR: 0.906, h-index: 46)
J. of Accounting & Organizational Change     Hybrid Journal   (Followers: 4, SJR: 0.133, h-index: 3)
J. of Accounting in Emerging Economies     Hybrid Journal   (Followers: 7)
J. of Adult Protection, The     Hybrid Journal   (Followers: 12, SJR: 0.287, h-index: 5)
J. of Advances in Management Research     Hybrid Journal   (Followers: 2)
J. of Aggression, Conflict and Peace Research     Hybrid Journal   (Followers: 41, SJR: 0.433, h-index: 6)
J. of Agribusiness in Developing and Emerging Economies     Hybrid Journal   (Followers: 1)
J. of Applied Accounting Research     Hybrid Journal   (Followers: 12, SJR: 0.169, h-index: 2)
J. of Applied Research in Higher Education     Hybrid Journal   (Followers: 42)
J. of Asia Business Studies     Hybrid Journal   (Followers: 1)
J. of Assistive Technologies     Hybrid Journal   (Followers: 18, SJR: 0.159, h-index: 3)
J. of Business & Industrial Marketing     Hybrid Journal   (Followers: 7, SJR: 0.632, h-index: 41)
J. of Business Strategy     Hybrid Journal   (Followers: 12, SJR: 0.398, h-index: 12)
J. of Children's Services     Hybrid Journal   (Followers: 1, SJR: 0.305, h-index: 6)
J. of Chinese Economic and Foreign Trade Studies     Hybrid Journal  
J. of Chinese Entrepreneurship     Hybrid Journal   (Followers: 3)
J. of Chinese Human Resource Management     Hybrid Journal   (Followers: 5)
J. of Communication Management     Hybrid Journal   (Followers: 6, SJR: 0.199, h-index: 2)
J. of Consumer Marketing     Hybrid Journal   (Followers: 14, SJR: 0.57, h-index: 48)
J. of Corporate Real Estate     Hybrid Journal   (Followers: 2)
J. of Criminal Psychology     Hybrid Journal   (Followers: 85)
J. of Criminological Research, Policy and Practice     Hybrid Journal   (Followers: 49)
J. of Cultural Heritage Management and Sustainable Development     Hybrid Journal   (Followers: 9)
J. of Documentation     Hybrid Journal   (Followers: 149, SJR: 0.876, h-index: 42)
J. of Economic and Administrative Sciences     Hybrid Journal   (Followers: 3)
J. of Economic Studies     Hybrid Journal   (Followers: 10, SJR: 0.543, h-index: 21)
J. of Educational Administration     Hybrid Journal   (Followers: 4, SJR: 0.777, h-index: 18)
J. of Engineering, Design and Technology     Hybrid Journal   (Followers: 17, SJR: 0.126, h-index: 7)
J. of Enterprise Information Management     Hybrid Journal   (Followers: 4, SJR: 0.417, h-index: 27)
J. of Enterprising Communities People and Places in the Global Economy     Hybrid Journal   (Followers: 1, SJR: 0.331, h-index: 5)
J. of Entrepreneurship and Public Policy     Hybrid Journal   (Followers: 9)
J. of European Industrial Training     Hybrid Journal   (Followers: 2)
J. of European Real Estate Research     Hybrid Journal   (Followers: 3, SJR: 0.327, h-index: 4)
J. of Facilities Management     Hybrid Journal   (Followers: 3)
J. of Family Business Management     Hybrid Journal   (Followers: 5)
J. of Fashion Marketing and Management     Hybrid Journal   (Followers: 12, SJR: 0.438, h-index: 22)
J. of Financial Crime     Hybrid Journal   (Followers: 362, SJR: 0.213, h-index: 2)
J. of Financial Economic Policy     Hybrid Journal  
J. of Financial Management of Property and Construction     Hybrid Journal   (Followers: 8)
J. of Financial Regulation and Compliance     Hybrid Journal   (Followers: 5)
J. of Financial Reporting and Accounting     Hybrid Journal   (Followers: 10)
J. of Forensic Practice     Hybrid Journal   (Followers: 36, SJR: 0.403, h-index: 5)
J. of Global Mobility     Hybrid Journal  
J. of Global Responsibility     Hybrid Journal   (Followers: 4)
J. of Health Organisation and Management     Hybrid Journal   (Followers: 18, SJR: 0.36, h-index: 22)
J. of Historical Research in Marketing     Hybrid Journal   (Followers: 3)
J. of Hospitality and Tourism Technology     Hybrid Journal   (Followers: 3, SJR: 0.359, h-index: 6)
J. of Human Resource Costing & Accounting     Hybrid Journal   (Followers: 4)
J. of Humanitarian Logistics and Supply Chain Management     Hybrid Journal   (Followers: 7)
J. of Indian Business Research     Hybrid Journal  
J. of Information, Communication and Ethics in Society     Hybrid Journal   (Followers: 26)
J. of Integrated Care     Hybrid Journal   (Followers: 19, SJR: 0.26, h-index: 5)
J. of Intellectual Capital     Hybrid Journal   (Followers: 3, SJR: 0.788, h-index: 25)
J. of Intellectual Disabilities and Offending Behaviour     Hybrid Journal   (Followers: 24)
J. of Intl. Education in Business     Hybrid Journal   (Followers: 2)
J. of Intl. Trade Law and Policy     Hybrid Journal   (Followers: 12, SJR: 0.239, h-index: 2)
J. of Investment Compliance     Hybrid Journal   (Followers: 2)
J. of Islamic Accounting and Business Research     Hybrid Journal   (Followers: 3)
J. of Islamic Marketing     Hybrid Journal   (Followers: 3, SJR: 0.439, h-index: 7)
J. of Knowledge Management     Hybrid Journal   (Followers: 82, SJR: 0.883, h-index: 36)
J. of Knowledge-based Innovation in China     Hybrid Journal   (Followers: 3)

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Journal Cover European Journal of Training and Development
  [SJR: 0.296]   [H-I: 18]   [7 followers]  Follow
   Hybrid Journal Hybrid journal (It can contain Open Access articles)
   ISSN (Print) 2046-9012
   Published by Emerald Homepage  [312 journals]
  • HRD interventions, employee competencies and organizational effectiveness:
           an empirical study
    • Abstract: European Journal of Training and Development, Volume 40, Issue 5, June 2016.
      Purpose The aim of the study is to examine the impact of human resource development (HRD) interventions on organizational effectiveness (OE) by means of employee competencies which are built by some of the selected HRD Interventions. Design/methodology/approach An integrated research model has been developed by combining the principal factors from the existing literature. The HRD interventions chosen are training, performance management and career management (development). The validity of the model is tested by applying structural equation modelling (SEM) approach to the information collected from 290 executive and non-executive employees working in two medium size cement manufacturing companies. The reliability and validity of the dimensions are established through confirmatory factor analysis (CFA) and the related hypotheses is tested by using SEM. Findings The result indicates that the selected HRD Interventions have an impact on building of employee competencies which in turn is instrumental in improving OE. Research limitations/implications The research is undertaken in Indian cement manufacturing companies which cannot be generalised across a broader range of sectors and international environment. Practical implications The findings of the study have potential to help decision makers of manufacturing companies to develop strategies which will enable them to improve employee competency, to formulate effective HRD interventions and to enhance the capability of the employees to achieve desired goals and objectives of the organization. Originality/value The research is unique in its attempt to measure employee competencies for organizational effectiveness by combining the existing scales of individual competences. The article contributes to the human resource development literature, integrating HRD interventions and employee competencies into a comprehensive research model that influence organizational effectiveness.
      Citation: European Journal of Training and Development
      PubDate: 2016-04-29T11:48:41Z
      DOI: 10.1108/EJTD-02-2016-0008
  • Authentic leadership for teacher’s academic optimism: moderating
           effect of training comprehensiveness.
    • Abstract: European Journal of Training and Development, Volume 40, Issue 5, June 2016.
      Purpose This study attempts to analyze the impact of authentic leadership on academic optimism through mediating role of affective commitment. Since, human resource practices influence schools performance; this study examines the moderating role of training comprehensiveness in strengthening the relation between affective commitment and academic optimism. Design/methodology/approach Data was collected from school teachers and their immediate principal which is further analyzed through confirmatory factor analysis and hierarchical regression analysis Findings Data analysis provided significant support to our hypothesis. Affective commitment partially mediated the link between authentic leadership and academic optimism and training comprehensiveness moderated the linkage between affective commitment and academic optimism Originality/value This study provides novel basis to improve the overall functioning of school and teachers performance. It provides ways to improve the overall academic optimism in Indian schools.
      Citation: European Journal of Training and Development
      PubDate: 2016-04-29T11:48:40Z
      DOI: 10.1108/EJTD-12-2015-0096
  • Management Education: Reflective Learning on human interaction
    • Abstract: European Journal of Training and Development, Volume 40, Issue 5, June 2016.
      Purpose This paper describes an attempt to develop a more effective technique to teach self awareness and relationship skills Design/methodology/approach A journal is used in combination with a model of human nature. The model lists human characteristics that the management trainee must identify in themselves and others they interact with. Students kept a journal and analysed their interactions in reference to a list of human characteristics. Findings Initial plans were disrupted by an earthquake. Analysis in the first journal instalments was limited and students regularly found negative characteristics in colleagues. Feedback was given and the second instalment showed greater quality of analysis. Students regularly found and showed understanding of the characteristics in themselves and others. They also put more thought in to how to manage those traits. The model provided a solution to the problems of marking reflective journals. Practical implications A key limitation of this approach is the difference in opinion that may exist between academics as to what characteristics managers should look for in themselves and others. There may be substantial divergence on this. Originality/value This paper contributes to management education by suggesting a method for enhancing both relationship skills and self awareness. Problems in assessing reflection essays and journals can be overcome by grading their knowledge and understanding of the human characteristics.
      Citation: European Journal of Training and Development
      PubDate: 2016-04-29T11:48:38Z
      DOI: 10.1108/EJTD-10-2015-0082
  • What do Organizational Leaders need from Lean Graduate Programming
    • Abstract: European Journal of Training and Development, Volume 40, Issue 5, June 2016.
      Purpose To assess the needs for a Lean Continuous Improvement Professional Certificate and/or Lean Leadership cognate for a Doctorate of Education in Leadership focused in three main research questions: 1) “What do organizational leaders need from a Lean graduate programming?”; 2) “What are the preferable methods of delivery for Lean teaching/learning?” and 3) “What are the main learner outcomes and do how these impact organizational and continuous improvement outcomes?” Design/methodology/approach A survey to 37 Organizational Leaders in a North-American state was conducted via telephone and email that were returned to the researcher. The survey was designed to target a solid cross-section of organizational decision makers in regard to the need for and type of Lean training desired, if at all, for employees. Using a mixed methods approach, the survey was designed to collect both qualitative and quantitative information. Findings Respondents indicated that Lean Continuous Improvement Thinking and Lean Process-Project Management were most the desirable content options. The method of delivery was not as clear with on-ground and online relying on job-embedded, project-based methods as most desirable approaches. Learner outcomes of mastery of Lean content along with the ability to impact organizational and continuous improvement outcomes were favored. Research limitations/implications Originality/value Lean Leadership Education is valued learning by organizational leaders. As so, higher education institutions must be aware of matching better organizational needs with learning experiences. This paper presents a survey that intended to do this in an original way.
      Citation: European Journal of Training and Development
      PubDate: 2016-04-29T11:48:36Z
      DOI: 10.1108/EJTD-01-2015-0005
  • Barriers to employee training in small and medium sized enterprises -
           insights and evidences from Mauritius
    • Abstract: European Journal of Training and Development, Volume 40, Issue 4, May 2016.
      Purpose Training is an important component of successful business concerns. However, although there is growing acceptance amongst scholars that Small and Medium Sized Enterprises (SMEs) are engines that drive economies across nations, through their contribution in terms of job creation and poverty reduction, extant research portray that these organisations often lack the resources required to undertake training. Mauritius, as a small island developing state, is not an exception. Similar to other economies, the Mauritian business landscape is characterised by a larger number of SMEs, representing 97% of the business stock and accounting for nearly 47% of the national workforce. To ensure a smooth transition along the business life cycle and fulfill their objectives, it becomes important to gauge into the training practices of these SMEs. This paper therefore tries to investigate into the barriers which SMEs face in the provision of training to their employees in the Republic of Mauritius. Design/methodology/approach Through a survey questionnaire, the study attempted, inter alia, to mainly identify the importance and perception that owner managers of SMEs attach to the concept of training and consequently, identifies the various barriers faced by the SMEs to impart training. Findings Data obtained was analysed using SPSS 20.0 through descriptive statistics and inferential statistics. The analysis of the findings showed that training practices among SMEs in Mauritius rhymes with extant general literature. Originality/value Research pertaining to SMEs is still in a state of infancy in the Republic of Mauritius, without mentioning that it is practically nonexistent as far as the training function is concerned. This paper thus attempts to provide both policy makers and researchers scientific data regarding the barriers which SMEs face when indulging in training.
      Citation: European Journal of Training and Development
      PubDate: 2016-04-21T11:24:29Z
      DOI: 10.1108/EJTD-02-2014-0018
  • Does human capital contribute to economic growth in Mauritius?
    • Abstract: European Journal of Training and Development, Volume 40, Issue 4, May 2016.
      Purpose Real GDP growth for Mauritius has averaged more than 5 percent since 1970 and GDP per capita has increased more than tenfold between 1970 and 2012; from less than $500 to more than $9,000. It has often been reported that human capital, along with other growth enablers have played an important role in this development. We here propose to study this nexus. Design/methodology/approach A human capital augmented Cobb-Douglas production function is used, where output is also a function of capital and labour. One of the innovations of the present study is the use of a composite index to proxy human capital. We investigate the impact of human capital on economic growth in a dynamic VECM framework. Findings The general results here show that stock, labour, and human capital are all significant growth determinants, with human capital having a long-run output elasticity of 0.36. The VECM results generally validated the long-run output elasticity, although a relatively lower elasticity of 0.1 is obtained. Both sets of results tend to point to the fact that human capital has significantly contributed to economic growth in Mauritius. Research limitations/implications The current research paves the way for future work, which can build on the composite HCI developed here and aggregate it with relevant variables representing tertiary education and training, to better analyse and further understand the role of human capital on economic growth in Mauritius. Originality/value Here we posit that human capital is an aggregate of health, education and nutrition, and we use a composite index along with other contributing factors to study its impact on economic growth, within a Vector Error Correction Modelling framework.
      Citation: European Journal of Training and Development
      PubDate: 2016-04-21T11:24:27Z
      DOI: 10.1108/EJTD-02-2014-0019
  • The empowering of public sector officers in the Mauritian public sector in
           the context of reforms – how far has management education
    • Abstract: European Journal of Training and Development, Volume 40, Issue 4, May 2016.
      Purpose The main aim of this study is to provide insights about the usefulness of management education for the public sector in the Republic of Mauritius, which embarked on reforms initiatives around 2 decades ago. In this context, public officers were encouraged to follow specialised management courses. However, as at date, there is considerable evidence to say that the Mauritian public sector has not been successful in adopting NPM doctrines. This study investigates into the effectiveness of the public sector management courses offered to the public servants in Mauritius to cope with NPM. It tries to identify the barriers that they face to implement what they have learnt, back at the workplace. Design/methodology/approach The study makes use of the qualitative method using thematic analysis to analyse data, which was gathered through an unstructured interview carried among Principal Assistant Secretaries and Assistant Secretaries of the Mauritian public sector. Findings The study showed that while NPM is still making its way in the Mauritian public sector, officers perceived that management education have helped them in gaining the required scientific skills and competencies to cope with their day to day work. But applying them to the workplace has not been easy. The major factors put forward by these officers have been mainly the ingrained public sector culture and existing leadership. Originality/value While extant researches focus on the success or failure of the implementation of NPM in various governments around the world, this study investigates how far management education has helped public sector officers adopt NPM doctrines in the Mauritian government. In doing so it has also identified the barriers to the implementation of NPM in the Mauritian public sector.
      Citation: European Journal of Training and Development
      PubDate: 2016-04-21T11:24:26Z
      DOI: 10.1108/EJTD-02-2014-0016
  • Human resource development in Mauritius: context, challenges and
    • Abstract: European Journal of Training and Development, Volume 40, Issue 4, May 2016.
      Purpose The purpose of this special issue is to explore human resource development in Mauritius and the challenges and opportunities faced by organisations in different sectors in adopting HRD practices. Design/methodology/approach N/A Findings The special issue presents four papers that explore dimensions of HRD in public sector, SMEs and tourism organisations. It also reports on human capital development in the Mauritian economy generally. Research limitations/implications There is a paucity of knowledge and understanding on HRD in Mauritian organisations. There is significant scope to further explore the effectiveness of national policies and interventions in enhancing HRD and human capital capability. Practical implications The four papers highlight the important role of organisational champions and of the selection and implantation of HRD practices that are good contextual fit and which can contribute to organisation performance. Originality/value N/A
      Citation: European Journal of Training and Development
      PubDate: 2016-04-21T11:24:25Z
      DOI: 10.1108/EJTD-04-2016-0018
  • Is Mauritius ready to become the HRD leader in Africa? An assessment
           of Strategic Human Resource Development in Mauritius
    • Abstract: European Journal of Training and Development, Volume 40, Issue 4, May 2016.
      Purpose This paper explores the applicability of Strategic HRD in Mauritius. Additionally it assesses if Mauritius, with a high HDI factor, can take the lead on Strategic HRD in Africa. Design/methodology/approach We used a mixed-approach questionnaire. A sample of 21 managers was contacted. We received a response rate of 67%. Findings Most organisations in Mauritius do not practice human capital development at a strategic level but rather at a tactical one. Strategic HRD is mostly practiced at the implementation level of the business strategy rather than at the formulation stage of the mission, vision and strategy itself. However, the practice of strategic human resource development stays a minority within some very few organisations as they acknowledge the benefits that Strategic HRD brings along. Research limitations/implications The limitation of the sample considered for this research is a relatively small one to be representative of the Strategic HRD practices in Mauritius as a whole. It identifies implication for improving the current Strategic HRD state in the island. Practical implications The research directly impacts on the Strategic HRD practices of organisations and reveals loopholes to be remedied within the present HRD systems. Originality/value This paper not only proposes a first research in terms of Strategic HRD in Mauritius but also assesses the island’s position as being an HRD Leader in Africa. Simultaneously, it provides a tailor-made conceptual framework for Strategic HRD in Mauritius.
      Citation: European Journal of Training and Development
      PubDate: 2016-04-21T11:24:20Z
      DOI: 10.1108/EJTD-11-2015-0088
  • What are drivers for informal learning?
    • First page: 130
      Abstract: European Journal of Training and Development, Volume 40, Issue 3, April 2016.
      Purpose The topic of informal learning at work has received increasing attention in the past years. The purpose of this study is to explore in which informal learning activities employees engage and what are drivers for informal learning. Design/methodology/approach Semi-structured interviews were taken from 10 human resources (HR) and 10 marketing employees working at a German machinery manufacturer. Findings Employees mostly learn informally by talking or collaborating with others, searching information online, feedback giving & seeking from colleagues and supervisors and reading. Next, it was found that organizational drivers, task & job drivers, personal drivers and formal learning influenced employees’ informal learning. Background characteristics on the contrary were not found to influence informal learning. Overall, within these categories the following drivers had the greatest influence on informal learning: commitment to learning & development, feedback as well as interactions with & support from colleagues and supervisors. Research limitations/implications The design of this exploratory qualitative study brings some limitations. Based on the findings suggestions for future quantitative and intervention studies are done. Practical implications The results show how human resources development (HRD) professionals could better support employees’ engagement in informal learning and gives an overview of the determinants that could be influenced and in turn have a positive effect on employees’ informal learning. Originality/value This study is one of the first studies unraveling informal learning as perceived by employees. It develops a comprehensive framework for categorizing drivers for informal learning.
      Citation: European Journal of Training and Development
      PubDate: 2016-02-18T12:23:31Z
      DOI: 10.1108/EJTD-06-2015-0044
  • Developing Cross-Cultural Awareness through Foreign Immersion Programs:
           Implications of University Study Abroad Research for Global Competency
    • Authors: Karen J Lokkesmoe, K. Peter Kuchinke, Alexandre Ardichvili
      First page: 155
      Abstract: European Journal of Training and Development, Volume 40, Issue 3, April 2016.
      Purpose The purpose of this paper is to investigate the efficacy of foreign immersion programs in terms of increasing cross-cultural awareness among university students in business, accounting, human resources, and agriculture. We extrapolate from our population to the practice of developing business professionals on international assignments. Design/methodology/approach This paper presents findings of a 4-year, government-sponsored university exchange program involving 40 professional management and agriculture science students from four US and Brazilian top research universities who participated in a semester long study abroad experience. Pre-departure and post-exchange data were collected using the well-established Intercultural Development Inventory (IDI). In addition, we collected academic performance data and verbal mid- and end project personal assessments. Two of the authors of this paper served as project directors, the third as evaluation specialist. Findings Despite intensive pre-departure preparation, in-country support, and cultural immersion, our research subjects failed to attain significant and consistently higher levels of intercultural awareness. Students tended to overestimate their own level of cross-cultural competence both pre- and post program. While students tended to perform well academically and voiced high levels of satisfaction with their own overseas stay, objective measures of cross-cultural awareness did not mirror these outcomes. Research limitations/implications Multiple measures of cross-cultural competence exist and it is possible that development in areas other than those measured by the IDI did take place. It is also sensible to assume that cognitive development might take longer and was not capture by the post-test right after return. Practical implications The study suggests that cross-cultural development requires carefully designed interventions, feedback, and mentoring/coaching. Simply sending individuals on overseas assignments, no matter how well prepared and supported by the institution, does not guarantee the development of multi-cultural attitudes and cognitive frames of mind. Originality/value The paper presents evaluation findings of a carefully designed and well supported exchange program over a period of 4 years and involving three cohorts of students. These students are at the cusp of moving into the workplace, where many will assume professional and leadership positions in international settings. Given the high failure rate of international development and placement, and the increasing global interconnectedness of academic and business organizations, the paper suggests the need for carefully designed and well supported overseas programs in order to maximize cross-cultural development.
      Citation: European Journal of Training and Development
      PubDate: 2016-02-18T12:23:26Z
      DOI: 10.1108/EJTD-07-2014-0048
  • We Knew It All Along! Using Cognitive Science to Explain How Andragogy
    • Authors: Marcia Hagen, Sunyoung Park
      First page: 171
      Abstract: European Journal of Training and Development, Volume 40, Issue 3, April 2016.
      Purpose This paper attempts to link recent findings in cognitive neuroscience to better understand how andragogically informed instructional practices impact cognition and learning. Design/methodology/approach The research questions guiding the study is In what ways can the recent findings in cognitive neuroscience help to inform adult education theory, including andragogy in particular, in order to deepen our understanding of how andragogical instructional principles and practices can improve learning? We adopted Torraco’s (2005) integrative literature review approach of providing enough details regarding the selection of the literature and the identification and verification of emerged themes of main ideas. Findings The core assumptions of andragogy (self-direction, prior experience, readiness to learn, and immediacy of application) have a connection to the neural networks related to memory and cognition. Research limitations/implications First, this study provides fundamental foundations for combining cognitive neuroscience and adult learning in order to illuminate how cognitive neuroscience contributes physiologically to adult learning. Second, the findings in cognitive neuroscience related to the four assumptions for andragogy help to provide scientific explanations and interpretations for adult learning theories influencing HRD such as self-directed learning, experiential learning, and role theory. Practical implications First, HRD practitioners could use the integrative approach between andragogy and the cognitive neuroscience to reduce the issues of learning activities in generation differences. In addition, cognitive neuroscience research may contribute to improving teaching and instructional techniques. Originality/value The contributions of this study is that it provides an integrative review about why and how anagogical principles work through the lens of cognitive neuroscience. Based on the findings, we suggested a model of adaptive cognitive neuroscience-adult learning structures.
      Citation: European Journal of Training and Development
      PubDate: 2016-02-18T12:23:23Z
      DOI: 10.1108/EJTD-10-2015-0081
  • Paid Educational Leave and Self-Directed Learning: Implications for
           Legislation on the Learning Leave Scheme in South Korea
    • Authors: Jeong Rok Oh, Cho Hyun Park, Sung Jun Jo
      First page: 191
      Abstract: European Journal of Training and Development, Volume 40, Issue 3, April 2016.
      Purpose The purposes of this study are: (a) to explore paid educational leave (PEL), self-directed learning (SDL), and the relationship between them; and (b) to identify the implications for legislation on the learning leave scheme in South Korea. Design/methodology/approach The research method of the study is a literature review. Articles were identified through a keyword search from major academic databases. The literature search covers the time period of 1960-2012. Findings This paper shows that enacting PEL is a social policy that benefits to both employers and workers because it reduces training costs, eliminates educational barriers for employees, and enhances opportunities to develop skills and competencies. Research limitations/implications This study contributes to research by exploring the crucial role of PEL based on the Person-Process-Context (PPC) model for SDL. It also examines the relationship between SDL and PEL in the workplace learning. Practical implications This study provides a rationale to legislate PEL as a right of workers. Through an appropriate revision of the Lifelong Education Act, the right of workers to receive the paid educational leave benefit should be legally adopted to promote workers’ SDL in South Korea. Originality/value This paper provides theoretical and practical evidence for institutionalizing PEL in South Korea. It suggests the passage of PEL legislation because it is beneficial to all stakeholders.
      Citation: European Journal of Training and Development
      PubDate: 2016-02-18T12:23:29Z
      DOI: 10.1108/EJTD-07-2015-0055
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