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Griggs, V; Holden, R (2009)
Languages: English
Types: Unknown
This paper addresses the role of learning in assisting voluntary sector organisations achieve their organisational objectives. Specifically it seeks to develop a platform from which to position necessary research in order to understand the link between how learning is organised, managed and delivered within voluntary sector organisations and its impact upon performance. The paper is thus a step towards a more robust theoretical and evidential understanding of a relatively under-researched domain of HRD practice.
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    • Hill, R., and Stewart, J., 1999, Human Resource Development in Small Organisations, Human Resource Development International, 2 (2) Kendall,J., Knapp, M., (1995) “A loose and baggy monster: boundaries, definitions and typologies” in Davis- Smith, J., Rochester, C., Hedley,R., (Eds), An Introduction to the Voluntary Sector, Routledge, London Kellock Hay,G., et al (2001), Change, HRM and the Voluntary Sector, Employee Relations, Vol 23 No3 Kitchen, S et al (2006), In Predictors of community cohesion:multi-level modelling of the 2005 Citizenship Survey http://www.communities.gov.uk/documents/communities/pdf/681539.pdf Myers, J. and Sacks, R., (2001), Harnessing the talents of a``loose and baggy monster'', Journal of European Industrial Training, Vol 25, No 9 Parry et al., 2005, Comparing HRM in the voluntary and public sectors, Personnel Review, Vol 34, No 5 Reichardt, O. Kane, D., Wilding, K (2007) 'The UK Voluntary Sector Almanac: The State of the Sector 2007', NCVO, London Salamon,L., and Ahneier, H., (1992) In search of the non profit sector 1: “The question of definition” Working Paper No 2, The John Hopkins University Institute for Policy Studies Zacharias, L., (2003) Small Change, People Management
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