Author Description

This book provides a detailed examination of the industrial relations implications of training activity. It challenges the commonly held, but overly simplistic, assumption that training and development are necessarily "good things" that managers, trade unions and workers should embrace. Through an analysis primarily focused at company and workplace levels the authors show that while the benefits of training are very real, training may also be associated with risks and unwelcome challenges. In particular, the book provides a detailed analysis of the various obstacles that exist in the development of partnership approaches by management and trade unions.