Organisational change and the management of training in Australian enterprises

Abstract

This article presents the findings from a study of the impact of the introduction of new management practices on the organisation of training in Australian enterprises. The study investigated the impact of five common new management practices: teamworking, total quality management, lean production, business process re‐engineering and the learning organisation, as well as a number of other organisational factors. The incidences of these practices were modelled against eight measures of the organisation of training in enterprises. The results confirm that organisational change, as represented by the five new management practices, has had a significant impact on the organisation of training. However, the most significant impact on the way training is organised appears to be on the extent to which training and human resource policy are integrated with business strategy.

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