S/HR/232. "The organizations that will truly excel in the future will be the organizations that discover how to tap into people's commitment and the capacity to learn at all levels in an organization", Senge. Discuss.

The paper examines the importance of the intellectual capital management for organizations reviewing theoretical approaches to organizational learning, identifying the barriers to organizational learning, explaining the role of training and development for the effectiveness of the learning process, highlighting the issues of performance management, etc.

S/HR/235. Evaluation and assessment of learning and development activities in organizations: case study of ExxonMobil Plc

The paper looks at the practices of training and development (T&D) in the international oil and gas company ExxonMobil, describing and evaluating their T&D programmes. Various approaches to learning experience (LE) are outlined including CIRO (context, input, reaction and outcomes of LE), and applying these approaches to the ExxonMobil case study.

C/HR/288. Learning and Development at the Royal Mail

The paper examines the learning and development (L&D) policies and practices at the Royal Mail presenting a review of L&D literature, analysing the strategic alignment of Royal Mail's L&D policies, and outlining the strengths and weaknesses of the company’s L&D policies and practices.

C/HR/276. Dissertation. Examining the Effectiveness of Apprenticeships within the German Electronics Sector

The dissertation examines the effectiveness of apprenticeships and on-the-job training as informal methods of human resource development (HRD) focusing on Germany, where apprenticeships and on-the-job training are historically popular. Literature is reviewed on the theory of HRD, human capital management (HCM), on-the-job training, apprenticeship, etc. A case study is conducted of three German electronics firms examining whether they would be most effective in adopting a productivity orientation or an investment orientation towards their apprenticeship programs. The methods of research are based on secondary and primary data obtained through questionnaires. Conclusions are made about the effectiveness of the apprenticeship schemes in Germany.

C/HR/285. Employee learning and development: theory and case study of McDonald's

The paper examines the relationship between employee learning and development (L&D) and the strategic business goals at McDonald's identifying whether McDonald's current L&D policy is strategically aligned. The roles and responsibilities of the line manager with relation to employee L&D are described; the advantages and disadvantages of workplace vs. job learning are outlined; the methods of evaluating the effectiveness of learning at McDonald's are analysed.

S/HR/199. Added Value through Horizontal Integration and Performance Management: Theory and Case Study of Orascom Telecom

The paper examines the role of added value in the success of an organisation reviewing academic literature on the theory of performance management (PM) and HR policies highlighting the importance of horizontal integration (HI) of PM and HR strategies. The application of HI is analysed using the example of Orascom telecommunications ltd.

C/HR/246. Formal education and training provide only a small part of what is learned at work. Discuss

The paper examines the issues of employee training in the UK considering the role of formal training within the workplace and outlining the differences between training, learning and development. The benefits and disadvantages of formal training are discussed with reference to a coaching programme commissioned by the NHS Institute. The problems of management training and development are addressed.

C/HR/214. Dissertation. Assessing the adequacy of training and development strategy of HM Custom & Excise within employees perspective

The dissertation investigates the views of the employees on the state of learning environment within the organisation assessing whether training and development (T&D) initiatives match with their individual needs and with organisational objectives. The review of literature touches on the origins and models of T&D, organizational knowledge, training in public organisations, vocational education, etc. The research is conducted within the phenomenological paradigm using qualitative methods based on secondary and primary data collection through semi-structured interviews and questionnaires among HM Customs & Excise employees. Recommendations are suggested for practitioners and academics about the ways to increase the effectiveness of HR T&D strategy.

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