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Purpose: This paper seeks to challenge the view that student part time employment detracts from academic attainment and presents evidence that when linked to formal undergraduate study provides rich learning experiences. It also explores the extent to which formerly accepted pre-requisites for work based learning (WBL) apply in this model and how the workplace adds value to student learning, while essentially being a source of income through low level and not necessarily degree related employment. Design/methodology/approach: The authors explore the literature on WBL, most of which refers to a model that differs in form to the one described here. The paper draws on small-scale research data on the student experience, gathered through tutorial groups, sample interviews and a reflective essay. This data was analysed against both pre-determined and emergent themes. Findings: There is clear evidence of benefits to students from this form of WBL, both in their studies and learning skills, which were anticipated, but also in their performance, job satisfaction, reward and prospects in the workplace, which were not. Practical implications: This study suggests that student part time employment, derived from economic necessity can deliver real benefits to students and reduce some of the limitations of classroom based HRD learning by using a Virtual Learning Environment to link the University's academic delivery with the student workplace. This has implications not only for how academics regard the workplace as a vehicle for learning but also for how HRD students and practitioners might view the training and development of part-time/casual (student) employees. Originality/value: There is very little published research on this form of work based learning.

Purpose: This article considers the extent to which a corporate university transcends national boundaries through an examination of the operation of Motorola University in China. The aim is to extend understanding of the role and function of a corporate university and the human resource management (HRM) convergence/divergence debate within an Asian-Pacific context. Design/methodology/approach: Documentary evidence and in-depth interviews were used to explore the role and operation of Motorola University China and to assess the impact of the Chinese context on the global Motorola University brand. Findings: Set up first and foremost to develop and grow young Chinese managers, Motorola University China now exhibits various features of a world-class corporate university as well as a strong corporate brand, thereby giving support to the convergence debate. At the same time there is evidence that China's economic, political and cultural context mediates the operation of Motorola University China. Research limitations/implications: This study was exploratory, based on a single case and, notwithstanding the problems associated with comparative research, further research is needed to determine the relative importance of different contextual variables and the precise nature of knowledge transfer between the corporate university headquarters and the host country operation and the role of the specialist function within it. Originality/value: The results provide tentative support for the proposition that corporate universities of global corporations can transcend national boundaries whilst at the same time being mediated by the political, economic and cultural characteristics of the host country. (Contains 1 figure.)