The findings of a study examining organisational culture and structure in ten public, private, community and enterprise-based Australian registered training organisations is presented in this report. It identifies the ways in which organisational cultures and structures shape what is possible within registered training organisations and how to manage change to build organisational capability.
This report forms part of a comprehensive research program that has examined issues related to building the organisational capability of vocational education and training providers. In particular, this report focuses on the current state of human resource management practice in both technical and further education and private registered training organisations. It also provides an assessment of the extent to which human resource management plays a truly strategic role and proposes approaches to improve both human resource management practice and its impact.
This report examines the ways in which Australian employers retain skilled staff and the ways in which employers enhance their ability to use the skills of their people. The study found that while strategies such as increasing wages and family friendly policies may increase an employee's job satisfaction, the key driver in employee retention is if they feel they are learning and progressing in their careers.
This report examines Australian studies of work organisation and how the workplace is changing in response to pressures from increased global competition, rapidly changing consumer markets and the expansion of the services sector, all of which necessitate much more flexible work practices. The research finds that the success of teamwork is patchy, as is implementation of other aspects of the high performance model. The research also finds that, while a curriculum response is not necessary from the vocational education and training (VET) sector, the changing work environment is an important consideration in VET policy and planning.
This report explains the planning processes and financial arrangements underpinning the vocational education and training (VET) sector. It looks at the structural capacity of the sector to respond rapidly and efficiently to a dynamic labour market and changes in pattern of skill demand. The report finds that the complexities of the labour market and the multiple demands on the VET system mean that the planning processes used by state and territory authorities are relatively different, dynamic and, in some instances, quite complex.
This paper draws on a research project which developed a change management strategy to assist two TAFE institutes in addressing and improving their planning culture. It outlines the principles and processes which emerged from the research and presents the guidelines for linking the strategic planning process to actions and performance within the different levels of a complex vocational education and training (VET) organisation. The paper should be of interest to VET organisations seeking practical ideas and guidance in how to implement organisational change and development processes.
This study shows how a group of employers understand the provision of literacy, numeracy and employability skills and the continuing development of these skills in their workplaces. It demonstrates that some employers accept that it is both necessary and the employer's responsibility to provide learning and development opportunities for these skills. However, employers are looking for support in doing this. The challenge for training organisations is in building capability and capacity to support this effort. Successful development strategies in the workplace tended to be part of the normal cycles of skills training and continuous improvement.