This article contains the results of two research projects in the faculty of social science of the University of Amsterdam into the hidden curriculum in university.* The results show that students do experience something like a hidden curriculum in university study. The article first goes into the question what the hidden curriculum in university is and what extra things are learnt in addition to the official curriculum. Then a second aspect of these projects is examined: that of study motivation and study attitude. There appears to be a tendency among students to study not only for the sake of a diploma (exchange value), but also to make the study more practicable in their personal lives and find a link with their own everyday experience (practical value). The latter attitude towards study appears to be an important factor to minimize the effect of the hidden curriculum and so to do more justice to the official curriculum.

Explains the theory on the core competences of the organization and the competences of individual employees. Looks at the management style in competence-based organizations and the way in which a competence-based human resource management (HRM) system can help in achieving the organization's objectives, as well as examining competence management and empowerment. A concrete application of a competencebased HRM system in the petro-chemicals industry illustrates the task of linking an organization's core competences to the personal competences of employees by making use of HRM instruments. Ends with a summary of the challenges HRM professionals face in competence-based organizations.

Explains the theory on the core competences of the organization and the competences of individual employees. Looks at the management style in competence-based organizations and the way in which a competence-based human resource management (HRM) system can help in achieving the organization's objectives, as well as examining competence management and empowerment. A concrete application of a competence-based HRM system in the petrochemicals industry illustrates the task of linking an organization's core competences to the personal competences of employees by making use of HRM instruments. Ends with a summary of the challenges HRM professionals face in competence-based organizations.

The education manager sees to it that corporate training programmes are in keeping with the overall policy of the organisation. In dialogue between the corporate management and the education manager, a training policy is developed so as to ensure effectiveness of the training programmes. As a consequence, there is an increasing trend for the practical and corporate benefits of training to be evaluated in the light of the organisation's policy. Evaluation of the effects of training programmes should therefore lay more emphasis on the assessment of their practical results and applications in the work situation.

This article is based on research on two counterlocales in the Netherlands. The report was written by Gozewijn Bergenhenegouwen in partial fulfillment of the requirements for his master's degree at the Faculty of Geographical Sciences of Utrecht University. Professor Jan van Weesep coached him during the project.