Article 2001

Mutuality, learning and change at work: The case of employee led development

TD
Thursfield, Denise
 HJ
Hamblett, John
Employee Relations
Journal · Vol. 23 · Issue 4 · pp. 337-352
Abstract

The concepts of mutuality, learning and change are embedded in the ideas surrounding employee led development (ELD) schemes. This paper explores the extent to which these concepts are an accurate reflection of the way such schemes are organised in practice. The article is based on qualitative research carried out in two small to medium sized enterprises in the north of England. We will show that while ELD can be beneficial to employees, attempts to apply the concepts of mutuality, learning and change require caution. © 2001, MCB UP Limited

Keywords

Author Keywords

organizational change Learning Conflict Employee development

Index Keywords

Author Affiliations
Leeds Beckett University, Leeds, West Yorkshire, United Kingdom
Funding & Acknowledgements
No funding information
References 10 References
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4 Employee Development Schemes Developing A Learning Workforce, (1995)
5 Role of Employee Development Schemes in Increasing Learning at Work, (1998)
6 Learning Age A Renaissance for A New Britain, (1998)
7 Recent Thinking in Lifelong Learning A Review of the Literature, (1998)
8 Workplace Learning Perspectives on Education Training and Work, (1995)
9 Learning for the Twenty First Century, (1997)
10 Informal Learning in the Workplace Unmasking Human Resource Development, (1998)
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