Managing civil service training institutions: what lessons can countries learn from Singapore?
Mussie T. Tessema,
Joseph L. Soeters,
Gerard De Groot and
Mewael F. Tesfaselassie
International Journal of Human Resources Development and Management, 2007, vol. 7, issue 3/4, 300-318
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.
Keywords: training institutions; management; civil service training; Singapore; developing countries. (search for similar items in EconPapers)
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijhrdm:v:7:y:2007:i:3/4:p:300-318
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