Doing qualitative research: a practical handbook, by David Silverman, Los Angeles, Sage, 2010, 456 pp., AU$65.00, ISBN 978-1-84860-033-1, ISBN 978-1-94960-034-8. Available in Australia and New Zeal...

Doing qualitative research: a practical handbook

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https://link.springer.com/content/pdf/10.1057%2Fjors.1974.92.pdf

The Nature of Managerial Work

The concept of 'employability' plays a crucial role in informing labour market policy in the UK, the EU and beyond. This paper analyses current and previous applications of the term and discusses its value as an exploratory concept and a framework for policy analysis. It then traces the development of the concept, discusses its role in current labour market and training strategies (with particular reference to the UK) and seeks to identify an approach to defining employability that can better inform labour market policy, by transcending explanations of employment and unemployment that focus solely on either supply-side or demand-side factors. Although the literature offers a range of definitions of 'employability', many policy-makers have recently used the term as shorthand for 'the individual's employability skills and attributes'. It is argued that this 'narrow' usage can lead to a 'hollowing out' of the concept of employability. The paper concludes by presenting a broad framework for analysing employability built around individual factors, personal circumstances and external factors, which acknowledges the importance of both supply- and demand-side factors.

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The Concept of Employability

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From Control to Commitment in the Workplace: In Factory after Factory, There Is a Revolution Under Way in the Management of Work. Readings on Labor-Management Relations.

Despite ongoing debate about whether they can and should, most higher education institutions include the development of employability skills within their curricula. However, employers continue to report that graduates are not ready for the world of work, and lack some of the most basic skills needed for successful employment. Research into why this might be abounds from the perspectives of multiple stakeholders, including government, employers, higher education institutions and graduates. Interestingly though, the views of undergraduates, the recipients of this employability development, are not well known. This could be important, because learning theory tells us that motivation and commitment of learners is an essential prerequisite for effective outcomes. So the question is raised as to whether undergraduate students are engaged with employability skills development. This article reports on a study exploring the views of over 400 business studies, marketing and human resource management undergraduate s...

The student perspective on employability

Reviews the literature on strategic human resource development (SHRD) and explores the concept specifically in the context of the work of Garavan (1991), which highlighted nine key characteristics of SHRD. Garavan’s seminal paper is used as a starting point from which to examine the development of the concept of SHRD. By examining and reviewing the literature, the nine characteristics are redefined and enhanced, thus moving towards a new model and definition of SHRD. Concludes by defining SHRD as the creation of a learning culture, within which a range of training, development and learning strategies both respond to corporate strategy and also help to shape and influence it. It is the reciprocal, mutually enhancing, nature of the relationship between HRD and corporate strategy which lies at the heart of SHRD and at the heart of the development of a learning culture.

Towards a redefinition of strategic HRD

Revisits the literature on strategic human resource development (SHRD) in the context of Garavan’s work on the characteristics of SHRD. A conceptual framework is constructed that redefines SHRD stressing a shaping rather than supporting role for HRD in relation to corporate strategy. The concept of strategic maturity in HRD is examined linking the work of Garavan; Lee and McCracken; and Wallace. The resulting model of strategic maturity is then analysed empirically using data from a major questionnaire and interview survey. A new model of strategic partnerships in HRD is then proposed.

Exploring strategic maturity in HRD – rhetoric, aspiration or reality?

Unemployment Duration and Employability in Remote Rural Labour Markets.

Purpose – The purpose of this paper is to look at the issues concerning barriers that managers face in relation to participation in training and transfer of training, which have become increasingly important to HRD scholars and practitioners. To date, these areas have largely been examined independently. This paper aims to argue that there is an increasing need to understand and explore these two areas in unison.Design/methodology/approach – Although this paper is primarily conceptual in nature, in order to investigate a model derived from relevant literature, survey data from 137 Canadian employees, mostly from the broader public sector, was examined. These respondents completed a short transfer of training questionnaire three months after a one‐day managerial training programme. In this study, open‐ended questions investigating training barriers are analysed.Findings – The exploratory examination of information from participants of a managerial training programme suggests that the model which links lite...

Building a Bridge of Understanding: How Barriers to Training Participation Become Barriers to Training Transfer

Graduates are deemed to be a key source of talent within many organisations and thus recruiting, developing and retaining them is viewed as a logical talent management (TM) strategy. However, there has been little attention paid to university graduates as part of an organisation’s TM strategy. Such a specific focus addresses the need for further research into the segmentation of talent pools and the specific challenges different talent pools are likely to create. This research, which utilised a qualitative data collection strategy, examined the experiences and practices of six large UK organisations in relation to graduate TM. Drawing from Gallardo-Gallardo, Dries and Gonzalez-Cruz’s (2013. What is the meaning of ‘talent’ in the world of work? Human Resource Management Review, 23, 290–300.) framework for the conceptualisation of talent, the findings from this research indicate and explain why graduate employers are frequently compelled to use the object approach (talent as characteristics of people) due t...

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Martin McCracken

Papers

Towards a redefinition of strategic HRD

Exploring strategic maturity in HRD – rhetoric, aspiration or reality?

Unemployment Duration and Employability in Remote Rural Labour Markets.

Building a Bridge of Understanding: How Barriers to Training Participation Become Barriers to Training Transfer

Understanding graduate recruitment, development and retention for the enhancement of talent management: sharpening ‘the edge’ of graduate talent