Investment in vocational education and training (VET) is commonly regarded as a key factor in explaining the competitive success of organisations and national economies (Finegold and Soskice, 1988; Ashton, Green and Hoskins, 1989;Streeck, 1989). It is argued that the development of cognitive and non-cognitive abilities among the workforce enhances flexibility and adaptability to changing work organisation (Steedman, Mason and Wagner, 1991;Mason, Van Ark and Wagner, 1994) and also encourages employee motivation and commitment towards organisational goals (Rainbird, 1994 334). As such, training is purported to be a central feature of 'new industrial relations' (NIR) and human resource management (HRM) strategies aimed at securing co-operative and proactive forms of behaviour within the workforce. Despite the emphasis placed on human resources in explaining performance outcomes, however, employee attitudes towards training provision have been neglected in the extant VET and HRM literatures.The present study presents evidence from a unique database designed to examine the link between training and employee attitudes. A nationwide survey of members of the Manufacturing Science and Finance (MSF) union was conducted between February and October 1994. The survey covered over lo00 employees working in a wide range of industries. The scope of the survey makes it one of the most comprehensive of its kind outside the series of surveys undertaken by the Employment Department (Rigg, 1989;Gallie and White, 1993 and the ongoing Labour Force Survey). The article begins with a discussion of the importance accorded to training in management strategies of employee involvement. The findings from the survey are then reported beginning with an examination of the incidence and duration of training. Following from this, employees' attitudes towards training are discussed in more detail. The perceived impact of training on a range of employment related issues is examined with attention given to such issues as personal satisfaction and motivation at work. The findings provide some support for the argument that training provision has a positive impact on employee attitudes. However, caution is called for in the interpretation of such findings.
TRAINING, LABOUR AND TRADE UNIONSInadequate levels of investment in skills formation has been an enduring feature of the UK economy. Compared with other advanced industrial nations, UK industry exhibits skill deficiencies at every level (Prais, 1985; Gospel, 1995;Steedman, 1993). Government sponsored initiativesa recent example being the Training and Enterprise Councils (TECs) have proved inadequate to the task of rebuilding the U K s skills capacity (Peck, 1991;Felstead, 1994). Moreover, there is evidence that transnational corporations (TNCs) have served to perpetuate and entrench deficiencies in the skills base (Knell, 1993). Such enduring weaknesses have caused commentators to call into question the future ability of UK industry to compete in increasingly diversified, quality competitive product m...