Abstract
Examines how value is created through the use of human resource development intervention in organizations. Begins by looking at the concept of quality within a training context, identifying key principles that need to underpin any quality learning model. Then goes on to show that evaluation is only one of a number of dimensions to the concept of quality and argues the case for a radical rethink of training practice in this area. Finally, presents an alternative quality learning model and a research agenda outlined for the future.
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