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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: 10)
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: 46)
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: 101, 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: 16)
Aslib Proceedings     Hybrid Journal   (Followers: 162, 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: 11, 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: 13)
Corporate Communications An Intl. J.     Hybrid Journal   (Followers: 3, 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: 88, 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: 18, 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: 9, 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: 39, 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: 5, 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: 18, SJR: 0.29, h-index: 28)
Information Technology & People     Hybrid Journal   (Followers: 44, SJR: 0.664, h-index: 21)
Interactive Technology and Smart Education     Hybrid Journal   (Followers: 14)
Interlending & Document Supply     Hybrid Journal   (Followers: 61, SJR: 0.593, h-index: 10)
Internet Research     Hybrid Journal   (Followers: 45, 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: 10, 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: 9)
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: 6, 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: 16)
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: 9, 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: 4, 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: 42, 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: 13, 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: 86)
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: 155, 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: 16, 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: 13, SJR: 0.438, h-index: 22)
J. of Financial Crime     Hybrid Journal   (Followers: 365, 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: 90, 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]
  • The Link between Training Satisfaction, Work Engagement and Turnover
           Intention
    • Abstract: European Journal of Training and Development, Volume 40, Issue 6, July 2016.
      Purpose The purpose of this paper is to examine the casual relationship between training satisfaction, work engagement, and turnover intention; and the mediating role of work engagement between training satisfaction and turnover intention. Design/methodology/approach Data was collected from 409 oil and gas professionals using an email survey questionnaire. Structural equation modelling, using AMOS 22.0, was performed to test the hypothesized model. Findings The results suggest that training satisfaction is significantly positively related to employees’ level of work engagement and is negatively related to turnover intention. The results also reveal that engagement mediates the relationship between training satisfaction and turnover intention. Practical implications Training has long been thought to play an important role in achieving positive attitudinal and behaviours outcomes among employees. This study reconfirms these ideas, and highlights the importance of training satisfaction as being key to achieving greater work engagement and reducing voluntary turnover. Therefore, the finding of this study have a number of implications for research and human resource development practitioners. Originality/value This study makes a significant theoretical contribution to the literature as this is the first study to demonstrate the significance of training satisfaction and the mediating effects of work engagement in reducing the turnover intention of employees.
      Citation: European Journal of Training and Development
      PubDate: 2016-05-31T11:19:58Z
      DOI: 10.1108/EJTD-10-2015-0077
       
  • TALENT DEVELOPMENT ENVIRONMENT AND WORKPLACE ADAPTATION: THE MEDIATING
           EFFECTS OF ORGANISATIONAL SUPPORT
    • Abstract: European Journal of Training and Development, Volume 40, Issue 6, July 2016.
      Purpose This study examined the relationship between talent development environment (TDE) variables of job focus and long-term development and workplace adaptation (WA) of Malaysian professional returnees as mediated by the organisational support. Design/methodology/approach A total of 130 respondents who are Malaysian professional returnees participated in this study. The hypotheses formulated for this study were tested using partial least square-structural equation modelling (PLS-SEM) version 3. Findings The mediation analysis has revealed a significant relationship between job focus and long-term development on WA via organisational support. Six out of seven hypotheses were accepted. The finding also indicates that long-term development construct has a strong impact on WA of Malaysian professional returnees. Research limitations/implications This study focused only on professional returnees from selected sectors of the National Key Economic Areas in Malaysia. Practical implications The fact that organisational support mediated WA should be capitalised on by human resource development (HRD) practitioners in public and private sectors to assist professional returnees in their WA through the talent development approach specifically on job focus and long-term development. Originality/value The findings from this study extends the knowledge of WA in the context of professional returnees in a developing country, Malaysia. The integration between the selected TDE variables and WA with the mediating function of organisational support adds new insights into the process of WA.
      Citation: European Journal of Training and Development
      PubDate: 2016-05-31T11:19:57Z
      DOI: 10.1108/EJTD-07-2015-0060
       
  • Training and Developing Non-Irish Workers: The Perspectives of Interested
           Stakeholders
    • Abstract: European Journal of Training and Development, Volume 40, Issue 6, July 2016.
      Purpose This paper explores the challenges facing Irish organisations in the training and development of non-Irish workers. It analyses the importance of fluency in the host country‘s language and the approach taken by organisations in relation to language training. In-depth semi-structured interviews provide significant insights for the policies and practices of multiple stakeholders. Design/methodology/approach The empirical research comprised 33 in-depth interviews conducted with employers, employees, Trade Unions, and Regulatory bodies and an objective content analysis provided insights into the challenges Irish organisations face in the training and development of non-Irish workers. Findings The results indicate that Irish organisations are given little advice or support regarding the development of non-Irish workers. The study concludes that organisations should re-consider current approaches to cultural diversity training and development of these workers, prioritizing the provision of English language training for these workers. The study maintains that an understanding of cultural differences is a vital component in the training of this cohort of workers. Research limitations/implications Further research is required in this area. This could include an investigation into the levels of transfer of learning upon completion of training programmes for non-Irish workers, and an evaluation of the understanding of cultural learning styles among trainers Practical implications Learning and development initiatives are dependent on English language supports, which will ultimately be central to the successful training and development of non-Irish workers, and provision of affordable high-quality English language classes is crucial. An understanding of cultural differences, diversity, and inclusion is equally important if this cohort of workers is to thrive in an Irish working environment. Originality/value There has been a paucity of research on the issue of learning and development for migrant workers in an Irish context. This paper contributes to the discussion and provides guidelines for employers and opinions for Policy makers.
      Citation: European Journal of Training and Development
      PubDate: 2016-05-31T11:19:56Z
      DOI: 10.1108/EJTD-12-2014-0080
       
  • Implicit Assumptions in High Potentials Recruitment
    • Abstract: European Journal of Training and Development, Volume 40, Issue 6, July 2016.
      Purpose HR professionals use different criteria in practice than they verbalize. Thus, the aim of this research was to identify the implicit criteria used for the selection of high-potential employees in recruitment and development settings in the pharmaceutical industry. Design/methodology/approach A semi-structured interview guide was developed and used to collect data from 15 European and U.S. recruiters in the pharmaceutical sector. The interview guide included an embedded association test to identify potential differences between implicit assumptions about high potentials and verbalized criteria among participants. Findings Findings include differences and similarities between the criteria to define high potentials and the implicit assumptions HR professionals use in their initial selection of employees who are selected for further assessment and development programs. Research limitations/implications Size of the sample is a limitation. Therefore, the conclusions drawn from this study should be treated with a degree of caution. Practical implications Learning how HR professionals use implicit assumptions about potential recruits should inform practitioners about selection, promotion, and training strategies. Given the increasing application of automated search algorithms to identify and select high potentials for recruitment, development and promotion purposes, future studies should account for the differences between used and verbalized criteria underlying the development of these systems. Originality/value This study shows how the used implicit assumptions of HR professionals about high potentials differ from verbalized statements and guidelines.
      Citation: European Journal of Training and Development
      PubDate: 2016-05-31T11:19:55Z
      DOI: 10.1108/EJTD-01-2016-0002
       
  • Critical Review on Power in Organization: Empowerment in Human Resource
           Development
    • Abstract: European Journal of Training and Development, Volume 40, Issue 6, July 2016.
      Purpose This study aims to analyze current practices, discuss empowerment from the theoretical perspectives on power in organizations, and suggest an empowerment model based on the type of organizational culture and the role of human resource development (HRD). Design/methodology/approach By reviewing the classic viewpoint of power, Lukes’ three-dimensional power, and Foucault’s disciplinary power, we discuss power and empowerment in organizational contexts. Findings Power in organizations can be conceptualized based on the classic view, Foucault and critical view and Lukes’ three-dimensional power. We found that true employee empowerment is related to the third dimension of power. The role of HRD for empowerment can be categorized into (a) enhancing motivation and commitment in terms of psychological empowerment and (b) bringing real power to employees. The proposed empowerment model assumes that organizational culture influences the dimensions of empowerment and the role of HRD for supporting empowerment. Practical implications HRD needs to critically assess the meaning of power in particular contexts (Morrell and Wilkinson, 2002) before planning and implementing specific training and development (T&D) interventions for performance improvement and/or organization development (OD) interventions for innovation. Originality/value This study attempts to review, analyze, and discuss issues regarding employee empowerment from human resource development (HRD) perspectives. Implications for the roles of HRD and the empowerment model are proposed.
      Citation: European Journal of Training and Development
      PubDate: 2016-05-31T11:19:55Z
      DOI: 10.1108/EJTD-01-2016-0005
       
  • Management Education: Reflective Learning on human interaction
    • First page: 286
      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
    • First page: 302
      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
       
  • Authentic leadership for teacher’s academic optimism: moderating
           effect of training comprehensiveness.
    • First page: 321
      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
       
  • HRD interventions, employee competencies and organizational effectiveness:
           an empirical study
    • First page: 345
      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
       
  • Off balance: getting beyond the work-life balance myth to personal and
           professional satisfaction by Matthew Kelly
    • Pages: 366 - 368
      Abstract: European Journal of Training and Development, Volume 40, Issue 5, Page 366-368, June 2016.

      Citation: European Journal of Training and Development
      PubDate: 2016-06-14T12:21:33Z
      DOI: 10.1108/EJTD-11-2015-0087
       
 
 
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