Reinventing Human Resource Development: Unintended Consequences of Clinton Administration Reforms 6
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Language: Unknown language code Summary language: Unknown language code Original language: Unknown language code Series: ; 46Edition: Description: Content type: text Media type: unmediated Carrier type: volumeISBN: ISSN: 2Other title: 6 []Uniform titles: | | Subject(s): -- 2 -- 0 -- -- | -- 2 -- 0 -- 6 -- | 2 0 -- | -- -- 20 -- | | -- -- Human Resource Development (USA) -- USA Government Reforms -- -- | -- -- -- 20 -- --Genre/Form: -- 2 -- Additional physical formats: DDC classification: | LOC classification: | | 2Other classification:| Item type | Current location | Home library | Collection | Call number | Status | Date due | Barcode | Item holds |
|---|---|---|---|---|---|---|---|---|
| Book | PLM | PLM Periodicals Section | Periodicals | JA1.A1.I593.2003 (Browse shelf) | Available | PER 386A |
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ABSTRACT : Many Clinton-Gore government reform initiatives focused on federal training. The reforms were intended to make training a more flexible management tool and give line managers more authority for employee development and training. Under political directives, a number of changes were undertaken simultaneously without adequate monitoring to evaluate their impact on agency performance. Many changes had unintended, negative consequences. When reinvention efforts ended in 2000, federal training programs did not work better and cost less and, in fact, the opposite was true and many problems remained unsolved. 56
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