Managing civil service training institutions: what lessons can countries learn from Singapore?
by Mussie T. Tessema, Joseph L. Soeters, Gerard De Groot, Mewael F. Tesfaselassie
International Journal of Human Resources Development and Management (IJHRDM), Vol. 7, No. 3/4, 2007

Abstract: A large number and variety of civil service training institutions are devoted to training at all levels all over the world, which in turn depict the visible symbols of their importance. However, in spite of their increasing number in many developing countries, these institutions are still unable to make significant visible contributions to solving manpower problems. This study argues that the most important question is not how many civil servants are trained, but how they are trained and utilised. This study discusses the way Singapore's civil service training institutions are managed. Based on the findings, it suggests how developing countries can improve the impact of their civil service training.

Online publication date: Fri, 15-Feb-2008

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
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 Human Resources Development and Management (IJHRDM):
Login with your Inderscience username and password:

Username:        Password:          Forgotten your 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