Mapping the context and practice of training, development and HRD in European call centres

Abstract

Purpose -Utilising data from 18 in-depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to argue that the complexity and diversity of training, development and HRD practices is best understood by studying the multilayered contexts within which call centres operate. Call centres operate as open systems and training, development and HRD practices are influenced by environmental, strategic, organisational and temporal conditions. Design/methodology/approach -The study utilised a range of research methods, including in-depth interviews with multiple stakeholders, documentary analysis and observation. The study was conducted over a two-year period. Findings -The results indicate that normative models of HRD are not particularly valuable and that training, development and HRD in call centres is emergent and highly complex. Originality/value -This study represents one of the first studies to investigate training and development and HRD practices and systems in European call centres.

A Trojan Horse? The implications of managerial coaching for leadership theory

“…Managerial coaching is increasingly expected in employing organizations (BlessingWhite 2009;CIPD 2011), and research suggests that it forms an important part of expected leadership processes in a wide range of different national cultural contexts (see, for example, ASTD 2010; Choi et al 2012; Garavan et al 2008;Noer et al 2007). Although ideas about managerial coaching are predicated by humanistic interpretations of management and leadership practice (Ladyshewsky 2010;Wakefield 2006), very little is known about the micro-behaviours that comprise the manager as coach role, something that is addressed in this section of the article.…”

What Factors Influence Training Opportunities for Older Workers? Three Factorial Surveys Exploring the Attitudes of HR Professionals

“…Classical sectors such as manufacturing, production and traditional services are conversely more favourable towards older workers (Arrowsmith and McGoldrick 1996;Perry and Finkelstein 1999;Chiu et al 2001;Posthuma and Campion 2009;Lazazzara and Bombelli 2011). Organization size is another significant factor in the choices made by companies in terms of HR practices in general, and with regard to training and development practices in particular (Garavan, Walton, Cross and Carbery 2008). The higher the number of employees, the more the organization is likely to implement formalized practices.…”

Human Resource Management Practice Tourism and Hotel Industry

“…It could be concluded that technology has a lot of business advantage and is the nucleus industrial growth [6].…”

“…HR practices are fashioned according with the HR strategy [20]. Strongly related factors, such as history, traditions and past practices tend to generate resistance to change in most organizations [21].…”

“…The need by the hotel management to carry out regular training was reported by [6] this will ensure staff professionalism. Apart of being a complimentary tool for good management, HRM training promotes productivity of the service and helps in organizational stability [7].…”