HRD in Small Organisations: Research and Practice

By Jim Stewart; Graham Beaver | Go to book overview

Tables
2.1 Determinants of HRD in small organisations 10
2.2 The three case-study organisations 14
2.3 Summary of main findings in the cases 15
7.1 Matrix of factor loadings for HRD activities 136
7.2 Means, standard deviations and inter-correlations for HRD activities and correlations with size 137
7.3 Means and standard deviations for HRD activities by size 137
7.4 Matrix of factor loadings for HRD methods 138
7.5 Means and standard deviations for HRD methods by size 139
7.6 Responsibilities for HRD practices in small and medium sized firms 142
8.1 Relationship between human cognitive interests, purpose and influences 156
8.2 Typology of knowledge 157
10.1 Analysis of overall comments, ranked according to frequency of mention 201
10.2 A selection of qualitative comments 202-5
11.1 Management skills and techniques that contribute to the success of the business 228
11.2 Management skills and techniques that require development 229
11.3 Formal and informal training and development activities 231
11.4 Responsibility for training and development 232
13.1 Contacts and outcomes in mentor development 274
14.1 Investment in management development by micro and small firms 293
14.2 Extent and nature of management development attitudes/policies/practices 295
14.3 Nature of management development activities undertaken by micro and small firms 297
14.4 Firm strategic orientation and internal labour market characteristics 299
14.5 Relationship between contingency variables and indicators of management development activity 301
14.6 Characteristics of small and micro firms and implications for management development activities - summary of findings 304

-viii-

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