This chapter showed the way that training, and development may be systemic and linked to product strategies, job design, the way that work is controlled, and the level of discretion workers can use.

A secondary school teacher A call center worker an anesthetist an accountant A gardener A shop assistant A junior manager in a chain restaurant A bank cashier A factory worker A cleaner for each of the jobs listed below set out:

a. How people are trained to do the job.

b. What (if any) continuing development they have on the job (remember that a challenging job provides opportunities for development, just as formal training does);

c. How much discretion they can exercise.

d. What other human resource policies you would expect (on pay rates, involvement, career ladders, etc.);

e. what would happen to these jobs if recruits received more developmental training or were more highly educated.