Corporate trainers' credibility has been universally ignored by researchers and its significance has remained elusive across cultures. Thus, the purpose of this present…
Corporate trainers' credibility has been universally ignored by researchers and its significance has remained elusive across cultures. Thus, the purpose of this present paper is to examine variations of trainers' credibility determinants in Canada and Morocco.
A comparative qualitative study with in‐depth interviews and the grounded theory approach were adopted to carry out the research. Participants in the study consisted of 60 civil servants employed in various governmental departments in Canada and Morocco.
A framework identifying distinct categories based on common determinants of trainers' credibility was constructed for each respective country. These categories were attributed the following designations: qualifications, perceived competence, perceived justice and perceived confidence for the Canadian sample; and qualifications, perceived competence, and personal attributes for the Moroccan sample. Similarities surfaced regarding some of the determinants in both cultures such as qualifications, and competence. However, Canadian respondents emphasized trainers' performance, fairness and confidence, while Moroccan trainees valued wisdom (hikma), honesty (sidk), trust (amanah) and the trainer as a role model.
The findings indicate that cultural values ought to be considered in trainers' credibility in efforts to enhance the level of comprehension regarding credibility determinants that could impact training success and effectiveness. It is also recommended that organizations consider taking into account the determinants of credibility during the selection process of trainers who will be primarily tasked with delivering corporate training to employees locally or in various cultural settings.
The paper provides groundbreaking insights as it is the first study to investigate trainers' credibility across cultures by resorting to an emic approach to provide a cross‐cultural perspective on the subject.
In good or bad times, training plays an important part in the development of knowledge and skill in all sectors of the economies around the world. Just as the successful sportsperson must train to keep on winning, so too must any organisation. Whilst the effectiveness of the sportsperson's coach is reflected by success in winning events, it is often more difficult to evaluate the success or effectiveness of the organisational trainer. Many other factors come into play in determining individual and organisational performance — methods of work used; efficient supply of materials; adequate equipment; attitudes of senior management, and of customers; the whims of the market place, government policy and the world economic situation. With so many variables involved it may seem futile to bother to study effectiveness.
It is only right that in the present financial climate consideration should be given to assessing and improving trainer effectiveness. The training function can absorb considerable resources in the organisation and apparently yield very little in return. On the other hand, it can produce real and lasting benefits and influence directly and indirectly the organisation's prosperity.
This monograph seeks to supply a contribution to the debate on the major formative factors which have led to current perceptions of the roles which either should be, or…
This monograph seeks to supply a contribution to the debate on the major formative factors which have led to current perceptions of the roles which either should be, or are, undertaken by industrial training officers. Any attempt to ascertain these developmental paths must be limited by the relative importance which the interpreter gives to writings and events. To this extent it must be a subjective and selective viewpoint. Whatever our perspective, there is one undoubted fact: there has been a considerable increase in the number of industrial training officers over the last 20 years — and a corresponding increase in training activities. This increase has been more than matched with an outpouring of literature on training and, to a much lesser extent, research into training themes.
The purpose of this paper is to discover trainer variables that act as driving forces on training effectiveness. This can be a catalyst for improving the quality of…
The purpose of this paper is to discover trainer variables that act as driving forces on training effectiveness. This can be a catalyst for improving the quality of training outcomes thereby making training firms more competitive as well as bridge the gap in literature.
This qualitative research study used the grounded theory methodology. Data analysis was performed using open, axial and selective coding with a discursive set of theoretical propositions emerging. Qualitative data were collected through a focus group, one-on-one interviews and secondary sources. The subjects comprised primarily 26 past participants to the researcher’s firm’s training programs.
Seven major trainer attributes – facilitator disposition, real life examples, group work, interaction, participant involvement, stories/illustrations and demonstrations – were recognized by trainees whose post-training appraisals confirm that the training was effective. These trainer attributes combine with environmental factors to trigger trainee characteristics leading to behavior change and performance improvement.
The paper makes a significant contribution to training evaluation literature. Researchers can take up any of the discovered attributes to further refine training evaluation theories or models.
New knowledge can be utilized to improve quality training presentations to improve learning outcomes. Organizational performance improvement, which is the desired return on investment of training, can better be achieved.
The paper goes beyond conceptual models to empirical discovery.
Lack of support on the part of line managers and executives for thetraining function is the most important factor contributing topredicaments in organisational training…
Lack of support on the part of line managers and executives for the training function is the most important factor contributing to predicaments in organisational training. Attention is drawn to the behaviours, attitudes and characteristics that can bring about changes that will either impede or support the successful outcome of training interventions. Information was drawn mainly from a field study done in the UK and Jamaica, and from the author′s own professional experience. Relevant themes and issues are explored, and emphasis given to what trainers can do to improve their own profiles to gain recognition for the training function.
What contribution can the trainer make to the organisation? How can we go about assessing the level of contribution? These are two key questions that any manager may well…
What contribution can the trainer make to the organisation? How can we go about assessing the level of contribution? These are two key questions that any manager may well ask. Yet, by far, most training research effort has been concerned with looking at the secondary issue of “training technology”. Nadler summed this up in the following way:
Many articles have been written in recent years on trainers' roles. However, much of what has been written was often prescriptive. Besides, the suggestion has often been…
Many articles have been written in recent years on trainers' roles. However, much of what has been written was often prescriptive. Besides, the suggestion has often been made that trainers need to operate as change agents within their organisations. Yet, only in very few instances had there been serious attempts to look closely into the prescription of a change agent role and the varying realities which confront trainers within their organisations. Even then such studies have been limited to the developed countries of Western Europe and America.
This monograph is written with the management trainer, development adviser or OD consultant in mind. People engaged in other types of training may find ideas and…
This monograph is written with the management trainer, development adviser or OD consultant in mind. People engaged in other types of training may find ideas and approaches which are useful in a different context. A precise definition of who “management” are may be difficult, but the one I wish to work from would include “managers, supervisors and any person engaged in management work”. Such a definition would include supervisors in an office but exclude their subordinates. This definition would also include professional staff in for example marketing, or operations research, who are involved in the processes of management within an organisation, even though they had no responsibilities for subordinates. This monograph is written in four sections, each dealing with a particular aspect of design.
Why be bothered with trainers' careers — especially now when training departments are under stress and may have been severely truncated? “What career?” many trainers…
Why be bothered with trainers' careers — especially now when training departments are under stress and may have been severely truncated? “What career?” many trainers remark, “we are lucky if we continue to exist as a department.” As I will try and point out, these present problems are not unrelated to a long‐term neglect of trainers' career development.