Role of training and development practices in implementing change Online publication date: Tue, 03-Apr-2018
by Shweta Maheshwari; Veena Vohra
International Journal of Learning and Change (IJLC), Vol. 10, No. 2, 2018
Abstract: Implementing change effectively is critically significant given the changing organisational environment and high failure rate of change implementation. Training and development practices enable employee skill development facilitating effective change implementation. However, there is lack of studies describing role played by these practices in implementing change. The purpose of this study is to explore the role of training and development practices in implementing change thereby identifying factors that make these practices effective. Given the contextual nature of these practices, it is deemed essential to undertake study embedded in the context of large scale/transformational change. Multiple case study design is adopted to compare and contrast these practices across different organisational context. Findings suggested relationships and patterns leading to emergence of seven propositions, four themes and ten categories that describe the role of training and development practices in implementing change; explained under four themes; purpose, design, process and effectiveness.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Learning and Change (IJLC):
Login with your Inderscience username and password:
Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.
If you still need assistance, please email subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook