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Article
Publication date: 1 April 1993

Innocent A. Echiejile

Training is a form of investment in human capital. As with otherforms of investments, employers, understandably, expect returns on theirinvestment in human capital…

Abstract

Training is a form of investment in human capital. As with other forms of investments, employers, understandably, expect returns on their investment in human capital. Dealing with employees′ requests for qualifications training poses a major problem for many employers. This is because, in very many cases, qualifications training courses are general, and are not geared to the specific needs of a particular employer. Furthermore, qualifications training enhances an employee′s mobility within the labour market. While many employers are aware of these points, they also realize that employees are less likely to become frustrated and leave if opportunities for further training and development are available within the organization. Drawing on the practice in some organizations, offers a framework which will enable employers to devise a strategic qualifications training policy.

Details

Industrial and Commercial Training, vol. 25 no. 4
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 1 January 2005

Marjorie Armstrong‐Stassen and Andrew Templer

The workforce is aging in all industrialized nations and the retention of older workers will become one of the dominant issues in the coming decades. Training is an…

9798

Abstract

Purpose

The workforce is aging in all industrialized nations and the retention of older workers will become one of the dominant issues in the coming decades. Training is an important component of retention and the availability of training is critical for retaining older workers.

Design/methodology/approach

Studies conducted in 2001 and 2003 assessed the extent to which Canadian organizations are adapting their training practices to respond to the aging workforce. Human resource executives were asked the extent to which their organization was currently engaging in training practices targeting older managerial and professional employees.

Findings

Organizations were most likely to be providing access to training and retraining, but fewer than 10 percent of the organizations in 2003 were highly engaged in doing this. Organizations were less likely to be adjusting training methods to accommodate the needs of older employees. There was little attempt to provide age awareness training to managers of older employees.

Practical implications

The challenge for organizations will be to close the gaps that currently exist between the practices that are important in retaining older managerial and professional employees and the extent to which organizations are engaging in these practices. Ensuring access to training, customizing training methods, and providing age awareness training require immediate attention.

Originality/value

Little research has been conducted on older workers in Canada. The findings raise some serious concerns about the response of Canadian organizations to the aging workforce and identify areas of training and development that need to be addressed.

Details

Journal of Management Development, vol. 24 no. 1
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 1 November 2002

Scot M. Duguay and Keith A. Korbut

A well‐designed and executed training program minimizes new employee “on‐boarding” time and time‐to‐first‐contribution. This paper presents considerations for the design…

6722

Abstract

A well‐designed and executed training program minimizes new employee “on‐boarding” time and time‐to‐first‐contribution. This paper presents considerations for the design of a two‐phase training program for new employees – an initial program (addressing training requirements of a general group), and a detailed program (requiring skill mastery by individual functional area). A process involving frequent employee‐leader reviews and employing the skills of peer coaches and mentors is proposed. The effectiveness of the training program can be more accurately assessed via a leadership team review of expected versus actual progress against the training program objectives. After initial cycles of this process at Solutia Inc., learnings and next steps have been identified.

Details

Industrial and Commercial Training, vol. 34 no. 6
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 26 October 2010

Carmen Abrams and Zane Berge

This paper aims to explore advantages, disadvantages, advice and concerns regarding workforce cross training practices, as well as examples of businesses and organizations…

3136

Abstract

Purpose

This paper aims to explore advantages, disadvantages, advice and concerns regarding workforce cross training practices, as well as examples of businesses and organizations that have successfully implemented cross training programs.

Design/methodology/approach

This article is a general review, based on the literature available and the knowledge and expertise of the authors.

Findings

There are a number of realities, such as increased training cost, questionable improvement in productivity, complexity of workflow, and employee resistance, that an employer must consider carefully before moving towards a cross training approach. At the same time, cross training can provide employees with learning and growth opportunities that can help them be ready for emergencies, recessions, and the competition of a global economy.

Originality/value

This article adds to the literature on workforce cross training and will be of interest to those involved in that field.

Details

Journal of Workplace Learning, vol. 22 no. 8
Type: Research Article
ISSN: 1366-5626

Keywords

Article
Publication date: 25 January 2013

S. Krishnakumar, S. Prasanna Devi and K. Surya Prakasa Rao

The purpose of this paper is to design and develop a business dynamics model in entrepreneurial orientation for employees (EOE).

1485

Abstract

Purpose

The purpose of this paper is to design and develop a business dynamics model in entrepreneurial orientation for employees (EOE).

Design/methodology/approach

The mental model uses the casual loops, stock and flow diagrams in the business dynamics model. Hiring rate, Quit rate, Skill rate, Skill growth rate, EOE skill inventory rate, Performance rate etc. were defined and used with EOE metrics governing the model. VENSIM software package was used to simulate and validate the model using sensitivity analysis. The case study method was used to experiment a pre/post EOE training intervention with employees in an ITES organisation in India. Using a validated EOE questionnaire, data were captured from employees in an ITES organisation in Chennai, for validation of business dynamics model.

Findings

The time frame for imparting initial EOE training and retraining time after EOE training were simulated and results were summarised.

Research limitations/implications

Future researchers can extend this work and apply in other industries and geographies also. Any organisation can customise and utilise the business dynamics EOE model as per their requirements

Practical implications

The model facilitates the measurement of both individual employee performance as well as organisational performance. The EOE business dynamics model contributes to the development of two indices namely entrepreneurial orientation for employees index (EOEI) and organisational performance index (OPI). The policy planners, human resource strategists, management consultants can utilise the business dynamics EOE model for effective decision making, budgetary allocations towards training initiatives and so on.

Originality/value

The model is a novel and first of its kind using business dynamics in entrepreneurial orientation for employees. The human resource planners can use this model for forecasting the man power needs as well as skill development, employee empowerment and organisational development.

Article
Publication date: 1 June 1997

Aaron W. Hughey and Kenneth J. Mussnug

Describes the elements of a successful employee training programme. Explains the distinction between training and education, along with a discussion of why “soft skills”…

19558

Abstract

Describes the elements of a successful employee training programme. Explains the distinction between training and education, along with a discussion of why “soft skills” training initiatives are less effective than skills‐based approaches. Discusses the critical role of the training manager in implementing a training programme, as well as important considerations when developing a strategic training plan. Finally, describes several key factors which determine how employee training programmes can best support company profitability.

Details

Training for Quality, vol. 5 no. 2
Type: Research Article
ISSN: 0968-4875

Keywords

Article
Publication date: 31 October 2022

Raphael Papa Kweku Andoh, Emmanuel Afreh Owusu, Elizabeth Cornelia Annan-Prah and Georgina Nyantakyiwaa Boampong

This study aims to examine the web of relationships among training value, employee internal states (psychological empowerment, employee engagement and motivation to…

Abstract

Purpose

This study aims to examine the web of relationships among training value, employee internal states (psychological empowerment, employee engagement and motivation to transfer) and training transfer.

Design/methodology/approach

Data is obtained from different categories of employees a few months after attending different training programs organized by their organization. Structural equation modeling is used to analyze the data. Bias-corrected and accelerated (BCa) confidence intervals are used to determine the significance of the hypothesized paths.

Findings

This study finds that training value relates to motivation to transfer, psychological empowerment and employee engagement. Motivation to transfer also relates to training transfer and employee engagement. Again, psychological empowerment relates to motivation to transfer, employee engagement and training transfer. Concerning the mediated relationship, psychological empowerment and motivation to transfer fully mediate the relationship between training value and training transfer.

Practical implications

Internal states must be the focus of human resource department (HRD) scholars in their quest to discover training transfer improvement mechanisms. HRD practitioners and organizations generally should also prioritize the enhancement of the internal states of employees to aid training transfer.

Originality/value

In this study, training transfer facilitating factors particularly employee internal states are explored by examining the web of relationships comprising training value, motivation to transfer, psychological empowerment, employee engagement and training transfer in a pentagonal model using a homogeneous sample with a common understanding of training transfer due to the similarities in their training as well as job conditions.

Details

The Learning Organization, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-6474

Keywords

Abstract

Details

Employer Branding for the Hospitality and Tourism Industry: Finding and Keeping Talent
Type: Book
ISBN: 978-1-78973-069-2

Open Access
Article
Publication date: 20 July 2022

Shamsul Huq Bin Shahriar, Sayed Arafat, Intijamul Islam, J. M. Ekram Hossain Nur, Saifur Rahman, Syful Islam Khan and M. Sayeed Alam

The extreme measures that have been taken by governments across the globe to minimize the spread of COVID-19 have had significant impacts on almost all the public sectors…

Abstract

Purpose

The extreme measures that have been taken by governments across the globe to minimize the spread of COVID-19 have had significant impacts on almost all the public sectors, especially on the economy and education. This study aims to address the approaches and prospective of online-based training and e-learning for employee learning and development during this COVID-19 crisis.

Design/methodology/approach

With an emphasis on the qualitative approach and considering the complex COVID-19 emergency, required data were collected from in-depth interviews to interpret the experiences of the respondents.

Findings

The findings suggested that the digital learning ecosystem offered flexibility of time, place and pace, which provided essential convenience during the COVID-19 crisis. From the human resource (HR) perspective, the e-learning culture has enabled the organizations to quickly adopt the new normal, secure sustainable continuity of organizational development and ensure decent work and growth within and across organizations. The adoption of e-learning and flexible working conditions following the setback has enabled the organizations to quickly cope up with the new normal, causing a significant paradigm shift in the organizational culture and corporate sector of Bangladesh.

Research limitations/implications

The study will assist the HR of any organization to contemplate e-learning systems as effective alternative training methods. Also, the study will be suggestive to traverse new dimensions and skillsets for the pedagogues.

Originality/value

This study offers new evidential scenarios regarding the emergence of effective e-learning initiatives and online-based learning programs for developing the workforce to be efficient and productive even in distressful and inconvenient COVID-19 situations.

Details

Management Matters, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2279-0187

Keywords

Abstract

Details

The Emerald Review of Industrial and Organizational Psychology
Type: Book
ISBN: 978-1-78743-786-9

1 – 10 of over 92000