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Article
Publication date: 15 July 2022

Ilaria Buonomo, Marco Piccinini, Paula Benevene, Gabriele Blasutig and Sara Cervai

This research aims to understand whether and how the perceptions that employees build and share over time about training activities and opportunities at work are linked to the…

Abstract

Purpose

This research aims to understand whether and how the perceptions that employees build and share over time about training activities and opportunities at work are linked to the knowledge management processes within the organization. This study aims at measuring how different levels of job training satisfaction are linked to employee perceptions of knowledge-sharing (KS) practices at work.

Design/methodology/approach

A total of 179 employees from an information and technology firm in Italy took part in the study, by completing questionnaires on job training satisfaction, KS practices and job-related variables (i.e. years of experience, hours of training in the previous year, job role and organizational area of belonging).

Findings

Findings showed that high job training satisfaction is related to positive perceptions of KS practices, so that when employees are satisfied with their job training experiences, they are more likely to value and recognize those practices.

Research limitations/implications

The relation between job training satisfaction and KS practices needs to be extended to different sectors and organizations to be generalized.

Social implications

Training activities within the organization are at the core of knowledge management practices and constitute a main source of sustainable competitive advantage; human resource management should reconsider the importance of monitoring training perceptions inside the organization, to become more conscious of the value and impact of these practices, in particular about training strategies.

Originality/value

Although great attention has been given to single-training satisfaction, only few studies consider the wider impact of job training satisfaction and its possible impact on knowledge sharing.

Details

Journal of Workplace Learning, vol. 34 no. 8
Type: Research Article
ISSN: 1366-5626

Keywords

Article
Publication date: 4 May 2023

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

161

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Knowledge sharing can positively influence how organizations perform and help them become more competitive. Firms are able to increase employee engagement in knowledge sharing practices by providing job training that fulfills their development needs and leaves them satisfied.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Human Resource Management International Digest , vol. 31 no. 4
Type: Research Article
ISSN: 0967-0734

Keywords

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