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Development in the learning factory: training human capital

Barton, Harry and Delbridge, Rick 2001. Development in the learning factory: training human capital. Journal of European Industrial Training 25 (9) , pp. 465-472. 10.1108/03090590110410313

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Abstract

Assesses the link between human resource practices and organizational performance in car manufacturing, using case study evidence from automotive plants in the USA and the UK. Reviews research that indicates that employee participation and innovation are critical for organizational learning and performance. Draws together the evidence from 18 manufacturing plants making automotive components to identify if human resource management is integrated in their business practices, to assess the success of managers in encouraging human resource practices that support innovation, and to investigate how employee participation can be encouraged. Concludes that the organizations are trying to develop the participation of shopfloor workers and are delegating managerial decision making to lower levels within the firm. Looks at the role of training in enabling shopfloor workers and first line managers to adapt to these new roles and identifies a new emphasis on developing the interpersonal and managerial skills of these workers.

Item Type: Article
Date Type: Publication
Status: Published
Schools: Business (Including Economics)
Subjects: H Social Sciences > H Social Sciences (General)
H Social Sciences > HD Industries. Land use. Labor
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
T Technology > TL Motor vehicles. Aeronautics. Astronautics
Uncontrolled Keywords: Human Resource Management; Motor Industry; Organizational Learning; Organizational Performance; Participation; Training; United Kingdom; USA
Publisher: Emerald
ISSN: 0309-0590
Last Modified: 10 Oct 2017 14:47
URI: http://orca.cf.ac.uk/id/eprint/39336

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