Please use this identifier to cite or link to this item:
|Title:||Building on formal education: Employers' approaches to the training and development of new recruits in the People's Republic of China|
|Citation:||International Journal of Training and Development, 2003, 7 (3), pp.186-202|
|Abstract:||Conceptions of modern management and of skill in China have developed out of quantitative, production oriented traditions that have tended to downplay the human side of management, training and development. Based on recent survey and case study research this paper argues that some organisations are moving away from such narrow definitions. These tend to be resource rich, larger enterprises, often in modern growth sectors and organisations exposed to foreign practice (either by virtue of foreign ownership or investment, or as a result of exposure to the pressures of global competition through operation in international markets). Skills shortages are faced by organisations throughout China. However, employers do not generally feel that the education system is serving to address these skills needs. The varying conceptions of modern management shape the manner in which organisations recruit from, and build, on formal education provision. Many resource rich employers are using formal education as a selection mechanism, selecting the educational elite and continuing to develop them. Those organisations that have limited access to highly qualified recruits are also least likely to be in a position to provide extensive or high quality training. Consequently the divide between resource rich and resource poor organisations, in terms of both organisational resources and employees’ opportunities for skill acquisition, learning and development, seems likely to widen.|
|Appears in Collections:||Published Articles, Centre for Labour Market Studies|
Files in This Item:
There are no files associated with this item.
Items in LRA are protected by copyright, with all rights reserved, unless otherwise indicated.