The Australian Way: competency-based training in the corporate sector

A notable trend over the last decade has been the attention that has been paid to the skills and education base of the labour forces in many OECD nations seeking improved productivity outcomes. Governments have looked to the provision of competency-based vocational education and training and endeavoured to introduce changes, often to support general micro-economic reform. This article examines Australian endeavours within this trend both at the macro-level of the state and at the micro-level of the organisation. It is argued that the corporate sector has generally responded well, albeit slowly, to the introduction of competency-based training and development. As industry bears more of the cost, and the task, of meeting its training needs it is more than ever keen to see a direct return on the training investment through concomitant increases in productivity.     

Ten years andean pact: A reexamination

On May 26 the heads of state of five Andean countries—Bolivia, Colombia, Ecuador, Peru and Venezuela¹—celebrated in Cartagena (Colombia) the tenth anniversary of the so-called Cartagena Agreement which forms the legal base of economic integration within this Latin American subregion. Has the Andean approach to integration proved to be feasible in the first decade of its application? What have been the main achievements and failures, and what are the future perspectives of cooperation within the subregion?     

Employer training in Australia: current practices and concerns

This paper presents and analyses results from a research project on current trends in employer training in Australia. While the formal vocational education and training (VET) system is well‐researched, the everyday training that happens in workplaces is relatively under‐researched in Australia. Using some of the results of an employer survey undertaken in 2015, the paper describes and analyses employer‐based training across a range of industry areas. The survey included groups of questions on a range of matters, including the reasons why employers train, and how these relate to employers’ perceptions of their operating environment, and the structures they have in place to manage and organize training. Detailed data are provided about three specific forms of training: in‐house training and learning; the use that employers make of external providers of training; and employers’ use of nationally recognised training – training from the VET system. Finally the paper reports what managers said about the barriers to providing more training. The paper analyses the findings in relation to the literature and also identified changes over time in training practices in Australian companies. Implications for training policy and practice, as well as for future research, are identified.     

WTO成立十年来的十大特征(上)

本文拟对WTO成立十年来所体现出的重要特征进行梳理、归纳和总结,并由此揭示WTO在十年风雨中取得的成就,面临的困难与挑战。     

Return on investment for workplace training: the Canadian experience

One of the central problems in managing technological change and maintaining a competitive advantage in business is improving the skills of the workforce through investment in human capital and a variety of training practices. This paper explores the evidence on the impact of training investment on productivity in 14 Canadian industries from 1999 to 2005. Our productivity analysis demonstrates that in 12 out of 14 industries, training had a positive effect on productivity. However, when the analysis is put within a financial context, the return on investment was positive in only four industries. Faced with negative rates of return, why should managers in most of the industries in the study promote investment in training? Probably the best explanation is that new technology requires an investment in training. The investment in training is necessary just for the firm to maintain its current labour productivity. Employee turnover necessarily impedes the efficacy of training, because trained workers leave, and untrained workers arrive. Thus, training in this instance again is necessary just to maintain current labour productivity.     

Marketing research and training in Europe: A view of the next ten years

Between 1993 and 1994, important research on the future of marketing in Europe was undertaken. Financed by the usual procedure of syndicated research, its aim was to provide guidelines for strategic corporate thinking over the next 10 years.

Following a summary of the research methodology, an indication is given as to the kinds of information and trends which are to be found in the results document. Our objective is then to extend this study in terms of requirements in relation to marketing research and training over the next 10 years.     

Ten years after the first oil crisis— OPEC's past and future

In October 1973 OPEC sprang the first “oil shock” on the oil-importing countries. The member states took over the pricing of their petroleum and within three months prices had climbed to an unprecedented level. Only then did OPEC impress itself upon the public consciousness, although the organisation had been set up as long ago as 1960. Now, ten years later, the continuing oil glut has created the most difficult situation the organisation has faced since its inception. Is OPEC now slipping from the position it won in the seventies?     

10 years experience of the german council of economic experts

Ten years ago, in August 1963, the Federal Republic of Germany set up a Council of Experts on Economic Development. The author — a former member of the Council — makes a resumé of the ten years’ experience and the problems connected with the Council.     

The impact of workplace support and identity on training transfer: a case study of drug and alcohol safety training in Australia

Previous research has indicated that the transfer climate of work organisations is an important factor in determining the degree to which knowledge, skills and abilities gained in training transfer to the workplace. In particular, workplace social support from supervisors and coworkers is consistently cited as an important factor that can facilitate or inhibit training transfer. However, research evidence regarding the impact of workplace social support on training transfer is mixed. In order to address this issue a study was conducted to identify under what conditions workplace social support impacts on training transfer. This study evaluated a workplace drug and alcohol training programme * * The training evaluated in this study is part of the Building Trades Group Drug and Alcohol Programme. This is a national drug and alcohol programme for the Australian Building and Construction Industry. For more information on this programme, visit: http//www.btgda.org.au .
to examine the impact of workplace social support and identification with workplace groups on training transfer. Results indicated that the influence of workplace social support on training transfer was moderated by the degree to which trainees identified with workplace groups that provided this support. This study supports the proposition that in order to fully understand training transfer, and to design effective training programmes, training research and practice needs to focus on both the personal and situational factors that may interact to influence learning and transfer.     

A review of twenty years of competency‐based training in the Australian vocational education and training system

In this paper, the author reflects, both as an academic researcher and as a senior practitioner, on the experience of competency‐based training (CBT) in the Australian vocational education and training system. She seeks to draw conclusions about the Australian experience using a typology drawn from the academic literature which focuses on the philosophical, educational, technical and market aspects of CBT. She concludes that, despite many improvements over the past 10 years, some potential problems remain. The system is controlled overly tightly by the interests of industry and it also exhibits some inflexibilities. Both of these act to disadvantage some groups of learners. Teachers and trainers do not have adequate skills to work skilfully and critically with CBT, leading to thin pedagogy and a narrow focus on assessment of individual items of performance.     

Relationships between prior experience of training,gender, goal orientation and training attitudes

Relationships were examined between prior experience with training, goal orientation, gender and training attitudes. Participants (n = 165) had a minimum of six months of work experience. Results from regression analyses indicated that mastery‐approach goal orientation had a beneficial effect on training attitudes for men but not for women. In addition, prior experience with training had a beneficial effect on training attitudes, and women had more favorable attitudes than men. The results provide initial evidence that gender moderates goal orientation effects in training contexts.     

天空十条：我们的守则

六年前,天与空发布"4A升级版",并提出了"4A升级版"的十大创意实践,作为一家独立创意热店,我们将它当做自己应该坚守的职业信条,今天我将它再次升级为"天空十条",提供给各路创意同行们参考,分享,共谋。一、让创意跨越一切沟通平台我们要跳出传统营销各自为战的作业模式,让创意跨越平面广告、电视广告、户外广告、终端卖场、促销互动、微博微信、手机App、产品设计、游戏开发、门户网站、新闻公关、娱乐文化等一切可以影响消费者的传播机会点,成为跨越一切沟通平台的创意公司。     

浅谈人本、能本、心本管理在高科技企业的应用

随着社会的发展,以科技创新和集体创造力为核心的知识资源已经成为新经济时代企业中的另一种资本,这种资本有着不可替代的作用;本文通过介绍高科技企业知识型人力资本的特征,分析了人本管理、能本管理和心本管理在高科技企业的应用,提出促进知识型员工个人人力资本向组织资本转化的策略.     

2003: Ten Trends in IT Industry

Recently, summing up opinions of over 700 experts, IDC made 2003 top ten predictions in IT industry. Among predictions IDC made in previous years, ten to one turned into reality, for example, "enterprises will draw out their security plan over again" and"promotion of network services gets to a hysteric level" which were predicted by IDC last year.Following are top ten trends of IT industry IDC forecasts: 1. Expenditure on IT technology and telecommunication will increase over 6 per cent to US$1.9     

Explaining the marketing effort of professional service providers: An exploratory study

A mail survey was done of professionals from major architectural, law, and accounting firms to determine what factors seem to explain how much effort they devote to marketing their firms' services. The results of this exploratory study identified several significant explanatory variables, a few of which had effects in some professions and not others. Additional research in this area is recommended.     

Marketing Strategy in an Internet-Enabled Environment: A Retrospective on the First Ten Years of JIM and a Prospective on the Next Ten Years

During the past decade, developments such as the rapid growth of the Internet, digitization of information products, and digitization of the information attributes of non-information products, has necessitated businesses to fundamentally rethink, as well as institute major changes in, their marketing strategies. Against this backdrop, we present a critical assessment of extant research on marketing strategy in an Internet-enabled environment viewed through the lens of research published in previous volumes of the Journal of Interactive Marketing (JIM), and speculate on the future of interactive marketing in the contexts of marketing practice, research in marketing and marketing education. Looking back, it is evident that marketing strategy and marketing operations have been transformed by the Internet in many ways. Looking ahead, it can be expected that marketing strategy and marketing operations will be even more extensively integrated and blended in the Internet-enabled market environment in the future.     

Public Sector Marketing in Australia:

Government departments and public sector organisations in Australia are utilising marketing concepts and techniques that originated in the private sector. This has been reported by reference to case studies. However, no systematic attempt to assess the implementation of marketing in the public sector has been reported. This article reports a survey of the use of marketing positions in the Australian public sector over the ten year period 1982-1991. It shows that public sector organisations with similar objectives to organisations in the economic environment of the private sector may well be implementing marketing oriented management. However, a significant and consistent difference is found in the use of marketing between those public sector organisations with a social and political orientation as opposed to those organisations with a commercial and/or economic orientation.