dc.contributor.author | Pareek, Udai | |
dc.date.accessioned | 2010-05-31T04:30:50Z | |
dc.date.available | 2010-05-31T04:30:50Z | |
dc.date.copyright | 1974-01 | |
dc.date.issued | 1974-01T04:30:50Z | |
dc.identifier.citation | Indian Journal of Industrial Relations, IX,3, (Jan 1974), 435-442 | en |
dc.identifier.uri | http://hdl.handle.net/11718/3484 | |
dc.description.abstract | IN MY LONG ASSOCIATION WITH TRAINING I WAS DISILLUSIONED
with the effects of training on the organization. When Rolf Lynton
and I worked together during the early 60's both of us shared this
disillusionment. Both of us were concerned with the crucial issue
of the effectiveness of training for producing change in the organi
zation. We were distressed to find that the results of training in
terms of increased organizational effectiveness were disproportion
ately low to the expenditure incurred on training activities. In order
to conceptualize training as a process of improving organizational
effectiveness through developing people-in-the-roles-in-the-organiza
tion, and work out the operational details of this process, we collabo rated in writing a book. | |
dc.language.iso | en | en |
dc.title | Reactive to proactive stance: redefining the role of training for organizational effectiveness | en |
dc.type | Article | en |