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Utilising data from 18 in‐depth case studies, this study seeks to explore training, development and human resource development (HRD) practices in European call centres. It aims to argue that the complexity and diversity of training, development and HRD practices is best understood by studying the multilayered contexts within which call centres operate. Call centres operate as open systems and training, development and HRD practices are influenced by environmental, strategic, organisational and temporal conditions.

The study utilised a range of research methods, including in‐depth interviews with multiple stakeholders, documentary analysis and observation. The study was conducted over a two‐year period.

The results indicate that normative models of HRD are not particularly valuable and that training, development and HRD in call centres is emergent and highly complex.

This study represents one of the first studies to investigate training and development and HRD practices and systems in European call centres.

This paper aims to investigate the relationship between home-to-work spillover, measured as positive and negative home–work interference (HWI) and turnover intentions, as well as the mediating role of perceptions concerning training and development practices.

Data were collected among 418 respondents who were working at two business schools. A confirmative structural equation modeling analysis was conducted for the analysis.

As expected, positive HWI showed negative relationships with turnover intentions, while negative HWI related positively to turnover intentions. Training and development practices mediated the relationship between positive HWI and turnover intentions; the mediation effect was stronger for women than it was for men. Training and development practices did not mediate the relationship between negative HWI and turnover intentions, however.

The outcomes suggest that helping employees to balance their work and home lives can be beneficial for employees, as well as for employers in terms of reducing turnover intentions.

As contributions, additional insight into the relationship between positive and negative non-work factors and turnover intentions by examining the ways in which both positive as well as negative HWI are related to turnover intentions. Furthermore, the research considers the mediating role played by perceptions concerning human resource (HR) practices, and particularly training and development practices as perceived by the employee, in the relationship between positive and negative HWI and turnover intentions.

Academic and practitioner attention to the constructs of authentic leadership and work engagement and their implications for organizations has grown dramatically over the past decade. Consideration of the implications of these constructs for high-performance human resource practices (HPHRP) is limited, however. In this monograph, we present a conceptual model that integrates authentic leadership/followership theory with theory and research on HPHRP. Then, we apply this model to systematically consider the implications of skill-enhancing, motivation-enhancing, and opportunity-enhancing HR practices in combination with authentic leadership for authentic followership, follower work engagement, and follower performance. We contend that authentic leadership, through various influences processes, promotes HPHRP, and vice versa, to help foster enhanced work engagement. By cultivating greater work engagement, individuals are motivated to bring their best, most authentic selves to the workplace and are more likely to achieve higher levels of both well-being and performance.

The purpose of this paper is to examine the HRD practices of multinational enterprises (MNEs) operating in Australia to understand the value that MNEs place on investment in their human capital, particularly managerial talent.

Drawing on a representative sample of 211 MNEs operating in Australia, this paper investigates the extent (using frequencies) and determinants (using logistic regression analysis) of training and development expenditure, management development strategies, talent management and succession planning policies.

The findings suggest that less than 20 per cent of MNEs operating in Australia are investing over 4 per cent of their annual pay bill on training and development. Furthermore, almost a quarter of firms invest less than 1 per cent in training and development. However, most MNEs invest in their managers and those with high potential through the use of management development programmes, talent management strategies and succession planning. Interestingly, in comparison to US MNEs, Australian MNEs were less likely to use management development or talent management programmes for senior management or high performing staff.

The current study is cross-sectional and represents a snapshot of MNEs’ HRD practices at one point in time. The study measured the perceptions of the most senior HR manager and did not include the views of other organisational participants. The authors suggest the need for future research studies that incorporate longitudinal research designs and the views of different organisational actors.

HR managers or HRD specialists need to develop a strong understanding of the Australian institutional context, as well as demonstrate the importance/business case for an integrative approach to HRD.

This paper fulfils an identified need to study the HRD practices of MNEs operating in Australia, particularly focusing on the value that MNEs place on their human capital.

The fast pace of innovation and disruption in business processes and technology today requires employees of organizations to be continuously up-skilled and be able to adapt to changing practices. Training needs are becoming more personalized. Micro-learning and byte-sized training modules, easily accessible to employees, as and when required, are some of the major organizational needs. Training and development programs should be designed keeping in mind factors of employee engagement, involvement and extent of training transfer. The purpose of this paper is to explore whether artificial intelligence (AI) can lead training and development processes in organizations in the years to come.

The author has interviewed 27 HR and training professionals, in person, from across eight organizations in the FMCG, oil and natural gas and clothing and apparel industries. All these organizations have an annual turnover of greater than US$14.5m. A formal questionnaire was not followed since this research explores a new field in academia. Open-ended questions were used in the interviews, of which eight were common across all interviews. The mean interview duration was 25 min 33 s. The objective being to capture ideas and identify future trends, the analysis was done on a percentage basis and served as the foundation for a new training and development needs model for organizations.

Among the 27 HR/training professionals interviewed, 92.6 percent respondents believed that their organization/department requires knowledge management practices while 40.7 percent require the training content delivered to a fixed category of employees, to be updated continuously. Personalized learning was mentioned as a requirement by 63 percent of the respondents. In total, 92.6 percent HR/training professionals believed training programs should involve high employee engagement. In total, 51.9 percent would prefer on-the-go learning tools for their employees, while 33.33 percent respondents believed an intuitive e-learning interface would be useful for their organization/department. The findings also led to the foundation of an SIP model, which shall be useful in providing direction to AI systems in training and development practices.

The paper opens up avenues for further research to be conducted in identifying the areas of impact of AI in training and development. It paves the way for researchers to quantify training effectiveness and measure it with the help of AI.

The objective of the paper is to explore the opportunities for AI in training and development practices. Having identified the opportunities, it shall drive the practice of using AI across industries.

The thoughts in the paper have been ideated by the authors organically. Relevant data points from referred sources have been cited to back up those thoughts.

The purpose of this paper is to draw a portrait of training and development ideals and practices from the Islamic point of view.

This is a conceptual paper. The paper reviews the relevant literature on training and development from an Islamic perspective portraying the interface between ideals and practices of training and development in Islam in order to bridge a gap in the extant literature.

The literature that deals with training and development in Islam seems to belong to two major categories: essays espousing a broad perspective and including catch‐all concepts or other generic Islamic principles; and studies addressing human resource management in Islam that mainly examine training and development from a narrow perspective. The findings of this limited body of literature are far from being consistent as they seem contradictory in nature. Simultaneously, in the area of training and professional development, Islam emphasizes practical wisdom and translating theoretical insights into behaviors and practices rather than solely relying on theoretical principles.

The literature review is not detailed due to the dearth of information on training and development from an Islamic perspective.

Training and learning methods from the Islamic tradition can provide constructive contribution to workplace practices as well as benefit organizations that anticipate offering efficient and effective custom‐designed training methods to best meet the training needs of their Muslim employees.

The present contribution is a unique synthesis of the literature related to the application of Islamic principles in training and professional development.

The search for competitiveness by family-owned companies has led us to research topics that may help these companies succeed. The management of human capital is undoubtedly one of the keys to success, and the practices of employee development (training, promotion, succession, career planning, mentoring and coaching) help improve the performance of these companies.

This paper is based on studying a sample of 560 family companies and analyzing the relationship between performance of the family businesses and the use of employee development practices. The techniques used were confirmatory factor analysis and structural equation modeling.

The results show that employee development has a direct effect on the indicators of performance in family companies. The authors have developed a series of practical implications for companies that justify investments in and efforts with regard to employee career development.

Family businesses need to understand the development needs of their employees. In addition, the very processes and tasks performed. The authors have developed a number of practical implications for companies that justify the investments and efforts made in employee career development. This work validates the usefulness of the use of certain practices for the development of employees in family businesses, allowing the company to generate human capital to build a competitive position in the market.

The results of this study suggest that family businesses should understand the development needs of their employees and that various practices are available to help detect these needs. Family businesses should see individual development processes as an opportunity to improve the performance of employees, which could avoid conflicts in such businesses (Qiu and Freel, 2020). Companies should develop career and succession plans that enable these changes to be faced throughout the company, ensuring that when handover occurs, the candidates are sufficiently qualified in accordance with their career paths. The present research study shows that coaching is a powerful tool for improving performance. Moreover, mentoring appears to be an important part of employee development. For this reason, mentoring programs should be formally planned with designated objectives. In addition, family businesses should provide employees with real opportunities for promotion and the development of their skills and abilities, which is a way to retain nonfamily professionals (Ramankutty and Pujar, 2017).

Family businesses are a very important part of the productive activity of a country and their continuity is necessary to maintain employment and income. The management of people in family businesses is a key aspect for their success, therefore knowing the key aspects for the development of human capital will have a positive influence on maintaining employment and income.

This paper addresses the study of people development processes in family businesses and proves its usefulness to improve performance, considering the formal planning of succession processes and professional careers, providing qualifications to candidates and ensuring that they are show satisfaction with their professional evolution in the company. Likewise, it is positive for family businesses to use coaching relationships, formally scheduled and employing a coach from abroad. The other tool that will favor the development of employees is mentoring, formally programmed, establishing objectives and properly studying the mentor's profile. For this tool to be applied successfully, it is necessary to get the participants to commit to the mentoring process. Finally, the organization must provide its employees with real opportunities to promote, training them and developing their skills.

The purpose of this paper is to examine the mediating role of job involvement as high-performance work system (HPWS) on the relationship between human resource (HR) practices and employee performance in multinational corporations (MNCs) in developing economies using Ghana as a case study.

Using questionnaires to collect data from 317 employees and ten MNCs in Ghana, structural equation modeling (SEM), multiple regression and bootstrapping analysis were used to analyze the data.

The results showed that an HPWS proxy as job involvement fully mediates the relationship between HR practices and employee performance. The findings also showed that training and development and compensation and reward have a significant and direct positive effect on employee performance.

This paper provides a practical guide to management and corporations on the significance of training and compensation on employee performance in MNCs. The study, therefore, recommends managers of firms and corporations to take a serious look at their HR practices and institute an HPWS, which can positively improve both corporate and employee performance.

This paper enhances our understanding of micro-level HPWS in the form of job involvement as a positive mediator between training and development and employee performance on the one hand, and between compensation and reward and employee performance on the other hand in work organizations in a less-studied context.

The aim of this paper is to gain insight into some of the types of training and development practices that are carried out in the chemical industry for technical workers. A salient focus of the study is to make a comparative analysis of four MNCs, which were selected based on equity ownership, to ascertain whether T&D practices are similar regardless of equity ownership.

Specifically, four MNCs in the chemical industry were analysed to ascertain the types and intensity of T&D practices in these MNCs in Malaysia. In‐depth interviews were conducted with some of the HR practitioners in each organisation.

Regardless of ownership, T&D practices of technical workers in the chemical industry in Malaysia are rather similar, though it differs in terms of intensity. On the whole, European MNCs place more importance on T&D, but it cannot be concluded that European‐owned MNCs have better T&D practices than Asian‐owned MNCs.

Similar research could be conducted on a larger sample, incorporating MNCs of different equity ownership to determine how T&D policies of globalised MNCs affect employee performance. Further research could be extended to different regions and sectors.

It provides an insight of desirable T&D practices that HR practitioners could develop to create competitive advantage through their human resources.

In addition to identifying the relevant T&D practices, commentary is provided of current knowledge in terms of best T&D practices that could be emulated by local organisations as well as other institutions in the Asia Pacific region.

Over recent years, firms have been implementing novel human resource practices. The purpose of this paper is to analyse four specific training practices to determine if and up to what extent the adoption of such practices affects innovation and financial performance.

A Spanish sub-sample of the European Manufacturing Survey is used to contain the responses of 162 manufacturing firms.

The positive relation between T&D practices and innovative performance was partially accepted, as new-to-the-firm products and new services had a significant relation with these practices. Conversely, the hypothesis stating that there is a positive relation between a new-to-the-market product and the aforementioned T&D practices was rejected. Furthermore, the positive relation between these and financial performance was partially accepted.

This research presents the following limitation: the small number of responses restricts the general reliability of the findings. The inclusion of other countries’ data using the same questionnaire would further enrich the analysis.

First, general training and development is not enough; thus, the present study evidences the positive results of specific training practices such as training and development for creativity and innovation (TD4CI) on firm performances. Second, it also reveals a relation between training practices and innovation by differentiating among the three dimensions of innovation (new product to the firm, new product to the market and new services). Moreover, the present research highlights the benefits of implementing these types of practices, not only for innovation performance but also for financial performance. This paper also suggests that not all the training practices have the same impact on firm performance. Consequently, the company should be clear about their main aim to obtain the highest performance. The third contribution is based on the Spanish context wherein training is not considered as an important organisational function. Thus, this study provides positive results showing that TD4CI might enhance firm performance. Last, the degree of detail of the different training practices analysed, the recent nature of the data related to their implementation and the link between implementation and organisation performance are also part of the contribution of the present analyses.

This research offers recent and relevant data about implementing novel T&D practices and their relation with firm performance.