Emerald logo
Advanced search

Why process improvement training fails

Dawei Lu (WMG, University of Warwick, Coventry, UK)
Alan Betts (WMG, University of Warwick, Coventry, UK)

Journal of Workplace Learning

ISSN: 1366-5626

Publication date: 22 February 2011

Abstract

Purpose

–

The purpose of this paper is to explore the underlying reasons why providing process improvement training, by itself, may not be sufficient to achieve the desired outcome of improved processes; and to attempt a conceptual framework of management training for more effective improvement.

Design/methodology/approach

–

Two similar units within the same financial service group are studied specifically through online surveys, follow up interviews and a subsequent comparative study focusing on the disparity of outcome following the same training activities.

Findings

–

The research reveals three underlying reasons for the failure of the process improvement training: an un‐sound prerequisite knowledge basis, too short a time span for the feedback dynamics to take effect, and weak cultural commitment in the management population. A training provision framework that put those factors into a structure has been developed.

Practical implications

–

The study clarifies the relations between many factors and puts emphasis on more fundamental organisational culture change. The developed framework provides direct guidance to process design and implementation to achieve the desired results.

Originality/value

–

The study represents the original firsthand empirical research over the last three years in a leading edge financial service organisation in the UK, which results in a novel conceptual framework that improves managerial practice.

Keywords

  • Management training
  • Process management
  • Learning organizations
  • Continuous improvement

Citation

Lu, D. and Betts, A. (2011), "Why process improvement training fails", Journal of Workplace Learning, Vol. 23 No. 2, pp. 117-132. https://doi.org/10.1108/13665621111108783

Download as .RIS

Publisher

:

Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited

Please note you might not have access to this content

You may be able to access this content by login via Shibboleth, Open Athens or with your Emerald account.
Login
To rent this content from Deepdyve, please click the button.
Rent from Deepdyve
If you would like to contact us about accessing this content, click the button and fill out the form.
Contact us
Emerald Publishing
  • Opens in new window
  • Opens in new window
  • Opens in new window
  • Opens in new window
© 2019 Emerald Publishing Limited

Services

  • Authors Opens in new window
  • Editors Opens in new window
  • Librarians Opens in new window
  • Researchers Opens in new window
  • Reviewers Opens in new window

About

  • About Emerald Opens in new window
  • Working for Emerald Opens in new window
  • Contact us Opens in new window
  • Publication Sitemap

Policies and information

  • Legal Opens in new window
  • Editorial policy Opens in new window & originality guidelines Opens in new window
  • Site policies
  • Modern Slavery Act Opens in new window

We’re listening — tell us what you think

  • Something didn’t work…

    Report bugs here

  • All feedback is valuable

    Please share your general feedback

  • Member of Emerald’s Library Advisory Network?

    You can start or join in a discussion here.
    If you’d like to know more about The Network, please email us

Join us on our journey

  • Platform update page

    Visit emeraldpublishing.com/platformupdate to discover the latest news and updates

  • Frequently Asked Questions

    Your questions answered here