Explores recent expressions of support by employers for the importance of training in creating business success. Argues that this change in posture cannot be explained in terms of a growing recognition of the weaknesses of the labour force in intermediate‐level skills, because the new focus is on personal development, self‐management and “correct” attitudes rather than technical skills. Shows that while the changes in the valuation of training are consistent with Anglo‐Saxon notions of business management, they are more reflective of attempts to reshape the employer‐employee relationship. Observes that competitive pressures on organizations over the last 20 years have undermined traditional expectations of career opportunity and job security. This context has created the conditions under which this emphasis on normative training helps in the development of a new kind of psychological contract based on a rhetoric of partnership. Concludes that employers’ discovery of training is more about finding ways to secure employee commitment in uncertain times than about transforming skill levels.
Access to this document was granted through an Emerald subscription provided by emerald-srm:198285 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract While HRM has stimulated studies assessing the extent of UK training, there has been little sustained research into trainer roles and influence. Using semi-structured interviews with trainers in public and private sector organizations, considers the assumptions and tactics that trainers use to enhance their influence. Shows that, at a rudimentary level of service, attendant approaches to build credibility with line management locks training into a subservient position. Likewise, while shared threats can close some of the status gap between training and line management, alliance tactics are insufficient to improve the general status of trainers. High status training is not achieved by a progressive passage through a common sequence of mobility stages. It develops from a supportive training culture where trainers develop new ways to assess their organizational contribution on conventional performance criteria and from charismatic trainers innovating training knowledge. Continually reinventing their contribution, however, means that high status remains conditional.The current issue and full text archive of this journal is available at
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