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A study examined training in the retail trade in Luxembourg. During the study, information was gathered on employment, work, and training patterns in Luxembourg's retail sector, and case studies of a retail clothing firm and a large supermarket with permanent continuing vocational training for all employees were conducted. The general/personnel manager and five participants in the clothing retailer's training programs were interviewed along with the supermarket's personnel, branch, and store managers and three participants in supermarket's training courses. A total of six representatives of external training bodies were also interviewed for the two case studies. Both companies used a systematic approach to training activities. Employees/unions did not participate in defining training objectives or developing training programs at either company. Both companies' objectives for training were to increase staff loyalty/motivation and improve profitability. Low-skilled workers attended internal training exclusively, whereas middle/senior management staff attended both external and internal training courses. Figures/indications regarding training costs and benefits were very difficult to obtain for either company; however, it was established that the amounts allocated to training activities (especially to internal training) at both companies have increased in recent years. (Contains 17 tables/figures.) (MN)
An international team of researchers studied the following aspects of training in Luxembourg's motor vehicle repair and sales sector: structure and characteristics; institutional and social context; relationship to Luxembourg's overall labor market; changing structural, economic, and organizational conditions; and training and recruitment and relationship to Luxembourg's education system. Social and labor/employment statistics were analyzed, and case studies of a 20-employee Saab importer/dealer/repairer and a 132-employee Mercedes-Benz importer/dealer were conducted. The case studies were concluded to confirm the following problems/trends in worker training in Luxembourg: shortage of skilled workers (especially workers born in Luxembourg); growing interest in continuing vocational training in response to economic and technological changes and to overcome the shortcomings of initial vocational training; and shortages of funding and time and absence of structured, forward-looking programs to develop human resources. Major national initiatives have been proposed to solve the identified problems: reforming training leading to advanced training certificates, restructuring initial training, and establishing a means of sharing training costs through state subsidies/fiscal incentives and company investment. (Fourteen tables are included.) (MN)