The Impact of Staff and Manager Training on Firm Productivity: Differential and Interaction Effects

This paper investigated the relationship between staff development and job performance of the library staff of five selected universities in Ghana. The paper examined the effectiveness of staff training and development policies, programmes, methods, training needs analysis and the monitoring and evaluation methods of the university libraries in order to establish the effectiveness of staff development initiatives in library and information services. The study adopted survey design and mixed methods approach combining qualitative and quantitative approaches in a single study. Data was largely collected with a questionnaire, while interviews were used to collect data from head librarians and heads of departments. The observation instrument was also used to confirm some information provided by the respondents. The findings of the study established that there is a positive relationship between staff training and development and work performance of library staff in the selected university libraries in Ghana. The results also revealed that even though staff development contributes greatly to effective provision of library and information services, staff training alone did not contribute to staff effectiveness. Staff development must be complemented with other human resource management strategies such as reward, promotion, retooling, etc. The paper makes recommendations on how staff development can help improve upon library staff effectiveness.

To evaluate the impact on nutrition- and health-related practice of two methods of delivery of a nutrition and health intervention in Irish full-day-care pre-schools: training of pre-school managers only or training of managers and their staff. A simple randomised study with pre-schools divided into two training groups: 'manager trained' and 'manager and staff trained'. Direct observational data--food and fluid provision, physical activity, outdoor time, staff practices and availability of nutrition and health resources--were recorded during one full day spent in each pre-school both pre- and post-intervention, using a specifically developed and validated Pre-school Health Promotion Activity Scored Evaluation Form. Post-intervention, self-assessment data were also collected using the same evaluation tool. Pre-schools, Midlands of Ireland. A convenience sample of forty-two pre-schools registered with the Irish Health Service Executive. From pre- to post-intervention, significant improvement (P < 0.05) in nutrition- and health-related practice was observed within both intervention delivery groups in all areas evaluated: environment, food service, meals and snacks. No additional effect attributable to staff training was observed. Scores assigned by direct independent observation were lower than pre-school self-assessment scores. The implementation of a training intervention in pre-schools significantly improved practice with no significant benefit of additional staff training. Direct independent observation is required to quantify practice accurately.

This research intends to investigate how Indian-based businesses view their investment in staff training. Investing in staff development has become crucial for organisations to stay competitive and react to changing industry trends in today's dynamic business environment. However, investing in training programmes requires large financial outlays, and the choice is impacted by a number of internal and external variables. This study was carried out using a mixed-methods technique. The quantitative phase includes a survey that was given out to a broad sample of businesses from all sizes and sectors in different parts of India. The survey's questionnaire was designed to evaluate organisations' present training practises, training budget allocations, perceived advantages, and challenges in offering complete staff development possibilities. Key stakeholders were interviewed in-depth throughout the qualitative phase, including HR managers, trainers, and senior executives from particular organisations. These interviews provide insightful information on how decisions are made, how to overcome obstacles, and how long-term business plans for workforce development. The study's findings provide insight into how businesses view investing in employee training as an investment in human capital. The study identifies the variables that affect how much money is allocated to training initiatives, including perceived ROI, strategic objective alignment, legal requirements, and the competitive advantages that come from having a skilled and knowledgeable workforce. The study also investigates how the fast evolving technology environment affects business training practises. It also explores how government programmes and policies affect whether or not money is spent on employee training. This discovery has important ramifications for both academics and business. It adds to the body of knowledge in the academic fields of organisational behaviour, human resource management, and strategic management by giving a thorough grasp of the factors that influence training investment decisions.

Having a qualified and trained workforce is an imperative for operating in the hotel management and tourism industry. Companies should show they care about their employees by giving them opportunities for promotion and development. The aim of this paper is to compare the staff training and development programs in the national hotels in Serbia with programs in international hotel chains. In order to achieve a predefined goal, we used the method of comparative analysis. Data for analysis were collected by researching the existing literature, the official hotel websites and interviewing managers in national hotels in Serbia. The results indicate that the staff training and development programs are more advanced in the international hotel chains. Management in the national hotels in Serbia is determined to follow different staff training and development programs. However, they should invest more in establishing more programs, especially those aimed at their staff's development which they can copy from the international hotel chains. The results of this research can be useful to hotel managers in the creation process of their own innovative staff training and development programs.

Introduces NoWAL (Northwest Academic Libraries), a consortium in the north west of England. Describes NoWAL's staff training and development programme which includes a general programme, the CILIP Certificate in Library and Information Practice, the CALIM Standard Professional Training programme and a pilot project for senior management. Additionally, NoWAL members engage in exchanging experience, job shadowing and visits. Also recounts how NoWAL secured a contract with OCLC's netlibrary that has led to the acquisition of a collection of up to 12,000 priced and 3,800 free titles - the biggest e-book deal in Europe.

Purpose: This study evaluates staff Training and Development Programmes (TDPs) in secondary schools based on the views of administrators and teachers. The research was implemented in public secondary schools in Cross River State, Nigeria. Design/Methodology/Approach: The study adopted the survey research design with 5408 participants (administrators = 542; teachers = 4595). Four research questions guided the study. The Staff Training and Development Programmes Questionnaire (STDPQ) was used for data collection. Findings revealed essential areas of staff training and development. Findings: Various methods are employed for staff training and development. The results further showed various constraints that impeded staff TDPs in secondary schools. Conclusion: Based on the findings, it was concluded that staff in secondary schools have different training and development needs adjudged by both the principals and teachers as crucial for job enhancement. Various staff training and development methods can serve as valuable programmes to improve the current methods adopted. Research Limitations and Implications: There are various limitations in this study such as the small scope which may affect the extent to which generalizations can be made. It is suggested that future studies focus on expanding the scope to other regions and nations. Practical Implications: Despite the limitations, the study has made some advances to human capital and self-determination theories by providing findings. The findings of this study may direct the attention of curriculum planners, the government and school management to offer training and development opportunities based on the needs of teachers. Contribution to Literature: The study has contributed to the literature on staff training and development which can constitute a basis for further research in related areas.

Contradictions of digital transformation: 1. New technologies and old systems: Problems often arise when trying to integrate new technologies into already existing systems, especially if the latter are outdated. 2.Data security and privacy: The growth of digital data also raises security threats and privacy issues. 3. Staff Training and Upgrading: The implementation of new technologies often requires staff training, which can be a difficult process. 4. Costly investments: Digital transformation may require significant investments in technology that may not immediately return to profit. Ways of digital transformation: 1. Strategic planning: Developing a clear strategy is key to successful digital transformation. 2. Innovation and ecosystems: Cooperation with innovative startups and creation of ecosystems can stimulate innovative solutions. 3. Agile approach: The use of agile development methods allows you to quickly implement changes and adapt to new conditions. 4. Education and training of staff: Investing in training and development of staff will ensure their ability to work effectively with new technologies. 5. Digital technologies for customer interaction: Focusing on improving customer interactions using digital technologies can improve the customer experience. Digital transformation is a complex but necessary process in order to maintain competitiveness in today's digital world.

Manpower training and development is one of the most important organizational dynamics. It constitutes the pivot in which organizational survival is run. Many Universities in Nigeria shied away from academic staff training because of the financial commitments and the gap it creates in operation. Academic staff training is financially intensive; also, when staffs are sent to participate in training activities, vacuum is created in the University but despites this short fall, training and development can bring about several benefits such as increase productivity. Although, Gombe state University have various staff training policies and programmes, these training programmes hardly have adequate and significant effect on the skills, knowledge and retention of the staff of the University. It also seems that the issue of staff training and development is treated with levity and neglect and there is that misconception of the aim of staff training as it is seen as a tool or means for staff promotion rather than seeing it from a holistic angle as a tool for staff development, maintenance for greater performance. The study appraised the effectiveness and adequacy (or otherwise) of academic staff training and development programmes of Gombe state university. The paper revealed that, staff training help to improve the availability and quality of academic staff in the university. However, it was recommended that Gombe State University, to improve on its staff training, should emphasized on both on-the-Job and off-the-Job training for staff of the university, also staff training should be seen as right of every staff, not a privilege as presently been practices in the university. Added to this, effective strategies should be adopted so as to properly evaluate the effect and impact of result of whatever training undergo by staff of the university. Finally, training should not be seen as a routine activity, but as an important aspect of personal management and it should be a constant and continuous exercise.

Staff Development and Training on Turnover Pattern and Retention in Academic Libraries of Ethiopian Universities Lawrence Abraham Gojeh, Ammanuel Ayde, Ayenew Fantahun Abstract This paper is on staff development and training on turnover pattern and retention in public and private academic libraries of Ethiopian Universities. Cross-sectional and document analysis research methods were employed. Sampling techniques was cluster, purposive and proportional; with particular reference to quota sampling in the case of the sample sizes of both concerned 7 universities as well as 315 participants. Data collections were through questionnaires and document analysis, while descriptive and inferential statistics were used. The results showed that staff development and training policy exist in the academic libraries of Ethiopian universities but do not differ significantly among the public and private academic libraries in the country. Participants agreed and strongly agreed that lack of career staff development and lack of staff training for library staff respectively could influence turnover pattern and retention of staff in the academic. But ANOVA test was statistically significant among the public and private Ethiopian universities at F = 2.771 and p = .019; with a Post-hoc Scheffes test mean difference of MD =1.899*, p = 0.041 less than the pvalue of 0.05. Full Text: PDF DOI: 10.15640/jlis.v3n1a1

In this paper, we study the factors, motivations and barriers for productivity growth in Russia. The data is based on a survey of 700 companies of Russian basic non-resource industries. We find inter- and intra-industry divergence of companies by labor productivity level and discuss the evidence for further divergence. Revealed are the factors of high labor productivity level, among which are scale of business, investments into fixed assets and human capital, application of modern digital technologies, export activity and training of employees. The growth of labor productivity is positively associated with firm size, investment activity, digitalization and R&amp;D spending. There is no positive and significant impact of innovation activities on productivity level and its dynamics, which may be a result of low innovation intensity and time lags in effects of innovation activities on revenue. The evidence suggests that innovative firms with positive dynamics of innovation performance are followers of foreign competitors. We find that firms with the leading and lagging levels of labor productivity have different strategies for human capital accumulation. Leading firms combine significant staff turnover with intensive professional development of existing staff, while lagging in productivity firms are not involved in staff turnover and investment in training. While leading in productivity firms compete for the best personnel, lagging firms compete for financial resources. In addition, leading companies find among the highest the risks that qualified personnel would be diverted, while the lagging companies find among the highest the risks of employees’ low motivation. Most of the leading in productivity firms are interested in continuous improvements of labor productivity, while among lagging in productivity firms this problem is important only for one fourth of them. Lack of internal motivation to improve their productivity may reflect failures in the corporate governance system. At the same time, the established model of relations with the state has a significant impact on the respective motivations of companies.

New Directions for Adult and Continuing EducationVolume 1988, Issue 38 p. 1-7 Editor's Note Editor's notes Victoria J. Marsick, Victoria J. Marsick Editor Victoria J. Marsick, formerly director of staff training and development for UNICEF, is assistant professor of adult education at Teachers College, Columbia University. Her special area of interest is workplace learning. She is a consultant to the private and the public sectors on staff development and training and is a member of the Institute for Leadership in International Management.Search for more papers by this author Victoria J. Marsick, Victoria J. Marsick Editor Victoria J. Marsick, formerly director of staff training and development for UNICEF, is assistant professor of adult education at Teachers College, Columbia University. Her special area of interest is workplace learning. She is a consultant to the private and the public sectors on staff development and training and is a member of the Institute for Leadership in International Management.Search for more papers by this author First published: Summer 1988 https://doi.org/10.1002/ace.36719883802 AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat Volume1988, Issue38Summer 1988Pages 1-7 RelatedInformation

This study investigated staff training and development for non-professional staff in university libraries in North-east, Nigeria. The study was guided by four research questions including staff training and development programmes provided, staff training and development programmes for non-professional staff, selection of non-professional staff for training and development programme, attitude of non- professional staff to the existing training and development programmes. Descriptive survey was adopted for the study. The population of the study was 274 comprised non-professional staff selected from 13 university libraries in North- east, Nigeria. Questionnaire and interview were used as instruments for data collection. Data were analysed using Mean (x̅) and Standard Deviation (SD). Findings revealed that majority of the staff training programmes were provided to a high extent; especially orientation programmes, computer training/Internet literacy and is highly relevant. The findings also revealed that favoritism is the basis for selection processes of staff for training programmes, inadequate funding, poor knowledge of ICT facilities are the problems facing staff training and development programmes. The study recommended, among others, adequate funding for more training, adequate provision of training facilities, develop selection policy to guide in staff training, inadequate funding and lack of computer training/Internet literacy should be properly addressed by the management.

Background: Human Capital development which has to do with training and development is a strategy that the Nigerian prison service has used for increasing productivity. This study examined the effect of human capital development on employees’ performance in a command prison, in Kaduna State. Human capital development as a means of increasing productivity. Human Capital development significantly affects employee productivity, in command prison Kaduna. Aim: The objective of this study was to critically examine human capital development as a strategy for increasing productivity in public organizations using command prisons in Kaduna State of Nigeria. Method: Quantitative and qualitative methods were used to collect data. In all, 20 questionnaires were administered completed, and returned by staff of the command. One-on-one interviews were also conducted by the researcher. Data obtained was analyzed using SPSS software utilizing Chi-square. Results: It was found out that there is indeed a good and effective staff training and development policy which is significantly affecting employee productivity in the prison services. This was seen from the various arrangements put in place to address issues such as the gap in staff strength, training, development, and productivity. If an organization wants to effectively and efficiently accomplish the goal for which it is created, Human Capital development should have a significant effect on employee productivity. Staff training and development has been a source of motivation and productivity in the Nigeria prison, Kaduna command. Conclusion: the study showed that human capital development has a significant effect on employee productivity. It is recommended that the rules and policies in place for human resource planning should be sustained.

The level of awareness and acceptance of the need to enhance volume and intensity of investment in education and in-house training is increasing. This phenomenon stems from the following facts: the aging of the European societies; an intense technological and organizational progress; and a noticeable process of extension of the scope and length of professional and personal development and activity; accompanied with employees' expectations for better quality of life. The increase in the level of acceptance of the need for increased investment in education and training of employees is accompanied by new challenges, including, in the first place, the need to redefine the approach to investment in training and to the evaluation of its results. The „High-Efficiency‟ point of view, alongside the assessment of the advisability of investment in education and training within a company, raises the need to move away from the traditional system of input oriented financing (i.e. financing resources) and to move towards output oriented funding (i.e. financing results). In other words, instead of paying for teaching, companies want to pay for teaching results. This means that the companies which finance education and training, rise - in the process of assessing the training results – fundamental questions about the improvement of the efficiency of the company; and how an increase in the qualifications of workers facilitates the achievement of organizational objectives. On the other hand, the training results assessment from the participant‟s point of view includes a question about the efficiency of the supplier of educational and training programs, and whether the supplier is able to achieve the promised results. The existing business reality is that the efficiency and effectiveness assessments often do not go beyond the survey measuring the level of satisfaction and self-esteem of the participants. This, in turn, causes a visible quantitative pressures, accompanied by insufficient care for quality and inability to use modern techniques to measure the impact of education and training on business performance. As a result, many entrepreneurs treat the investment in training and education of their employees solely as an expense and a disruption of operations. This is due to the fact that managers do not see a direct effect of the investments on the performance of the company. In addition, managers fear possible hazards in the form of expense claims; loss of trained personel to competitors‟ companies, or excessive self-empowerment of the employee. The study is devoted to presentation and discussion of modern techniques measuring the effectiveness of investment in education and training. The list of methods includes an analysis based on objectives, the targeted evaluation, systemic evaluation, judicial evaluation, and assessment prior to the program.

The article is dedicated to the study of an effective model formation of staff training in the penitentiary system. The role and importance of an effective model of professional training for the activities in the penitentiary system of Ukraine are determined. A comparative analysis is carried out according to the scientists’ opinions on the definition of the concept of “professional competence”. The place of professional training of penitentiary staff in the reform of the State Criminal and Executive Service of Ukraine is investigated. For a long period of time in the territory of modern Ukraine there has been a problem of uneducated penitentiary staff. In order to ensure the penitentiary staff acquiring the necessary knowledge and skills in modern Ukraine, an effective model of professional training of penitentiary staff has been constantly searched. The article pays special attention to the study of historical stages of formation of the training model of the penitentiary system staff in modern Ukraine. The author analyzes the current state of legal support for the staff training of the penitentiary system of Ukraine. The specialized educational institutions that provided training for the penitentiary staff of Ukraine during the XXth century and provide training, retraining and advanced training for the penitentiary staff of Ukraine in the XXIst century. The author characterizes the training model of the penitentiary system staff in the territory of modern Ukraine at each stage of its development. The importance of the selection of penitentiary staff for the formation of an effective model of professional training of penitentiary staff in Ukraine is revealed. The article examines the process of reforming the penitentiary system of Ukraine, in particular, the change in the structure of the penitentiary system of Ukraine and its impact on the formation of an effective model of staff training of the penitentiary system of Ukraine. The article considers the normative and legal acts that accompanied the process of reforming the penitentiary system of Ukraine, as well as their provisions on the professional training of penitentiary staff in Ukraine. The significance of the Strategy for Reforming the Penitentiary System for the period up to 2026 in the field of formation of an effective model for staff training of penitentiary bodies, institutions, pre-trial detention centers and prisoner of war camps of the penitentiary system of Ukraine. The main directions for improving the system of penitentiary staff training in Ukraine are identified.