International briefing 6: Training and development in the United States

Increasingly, training and development is playing an important and strategic role in the economic success of US organisations (Marquardt, 1999, Tannenbaum and Yukl, 1992). US organisations recognise that they now operate in a new global economy, an economy which involves the use of advanced technologies and increased responsiveness to customers’ needs. It is becoming one that requires greater and greater innovation and flexibility in production, service delivery and market know‐how. American firms realise more than ever that employee knowledge gained through training and development has become a strategic necessity and more and more the source of strategic advantage (Drucker, 1994).     

False self‐employment: the case of Ukrainian migrants in London's construction sector

This article, presenting qualitative accounts of Ukrainian business owners, highlights how migrants engage in false self‐employment in the UK. Their experiences problematise notions of legality and binary depictions of migrant workers as ‘victims or villains’, demonstrating that migrants see their illegal status as a transient stage before gaining legal status.     

Training technology through interaction management

A discussion of specialized computer training to enable employees achieve a higher degree of learner proficiency that will lead to the absence of process errors.     

Effects of farmer support programmes on consumption and investment

Effects of farmer support programmes (FSPs) of the Development Bank of Southern Africa on consumption and investment are determined by utilising cross‐sectional survey data from the Mashamba and Khakhu areas of the Venda homeland in South Africa. Income elasticities indicate that the demand for goods (staple food) produced by households increases less than the demand for purchased goods. A discriminant analysis of surplus versus deficit producers indicates that surplus production is associated with farmers who participate in the FSP (ie farmers using chemical fertilizers and purchasing inputs on credit). The existence of soil erosion, availability of ploughing services, expenditure on transport education, medical and personal items, and the existence of a savings account also play important roles in explaining the difference in production performance between surplus and deficit food‐producing households.     

“Creating jobs — meeting needs”

Centre for Local Economic Strategies, 1988: Meeting Real Needs — Creating Real Jobs. Research Study Series No. 1, Alberton House, St. Mary's Parsonage, Manchester M3 2WJ.£10.00.     

Managerial Control of Employees Working at Home

Places of work constitute processes of management by facilitating ‘visibility’ (the possibility for supervisors and others to observe workers) and ‘presence’ (the ability for workers to participate in relations with co‐workers and others). Working at home creates problems for both these aspects of managerial control. We suggest that managers seek to compensate for the relative lack of visibility and presence of home‐located workers by generating a range of devices and social disciplines that together comprise loose networks of control. However, these responses are only partially successful since they are founded on contradictory assumptions and practices.     

Interests, Institutions and Industrial Relations

In the comparative politics literature there are two main approaches to the impact of international economic change on national policy patterns. The first — new institutionalism — has been very influential in comparative industrial relations scholarship. The second, which focuses on the role of interests, has been less prominent. Comparing industrial relations reform in Australia and New Zealand during the 1980s and 1990s, this paper argues that there are a number of limitations to an institutionalist approach and outlines a framework for the comparative study of the impact of international economic change on national patterns of industrial relations which integrates both institutionalist and interest‐based approaches.     

Transformational leadership,group affective tone,and group member social inferences: A leadership complementarity perspective

We investigated how the complementarity between transformational leadership behaviours and group potency predicts changes in group affective tone and subsequent group members' social inferences (job satisfaction, trust in supervisors, and turnover intentions). We analyzed two waves of data from 135 skilled professionals working in 29 groups within a Canadian government agency. Transformational leadership behaviours did not directly relate to changes in group affective tone. However, group potency moderated the relationship between transformational leadership behaviours and group affective tone, as well as the indirect relationships between transformational leadership behaviours and group members' social inferences via group affective tone, such that the relationships were stronger for low-potency groups. These results suggest transformational leadership may work best when complementing a group's sense of its own perceived capability.