Effect Of Employee Training Research Articles

Exploring Insights of an Evaluation of a Meteorology & Oceanography Program for Training Navy Officers

The evaluation of training programs to determine effective strategies for improving performance is a priority in business and military environments. Improved performance is a paramount interest for organizations dependent on training for preparing employees. This evaluation study consisted of a one-group pre-posttest quantitative research design with N=45 participants completing a pre-assessment prior to entering the Basic Oceanography Accession Training course and a posttest assessment upon completion of the course. Study participants were comprised of Navy officers who had earned at least a baccalaureate degree prior to beginning the program and their major academic focus was one or more of the following areas: meteorology, marine science, oceanography, chemistry, biology, nuclear engineering, physics, geology, and geography. Four research questions guided the study and include: (1) Is there a significant mean change in the positive direction from pretest to Basic Oceanography Accession Training test scores for each of the subscales identified on the Basic Oceanography Accession Training test instrument used in the study?; (2) Is there a significant mean difference between males and females on the various posttest subscales of the Basic Oceanography Accession Training test when pretest differences are controlled?; (3) Is there a difference in mean posttest subscale scores for the various academic majors of participants and by gender?; and (4) Is there a relationship between length of service (in years) and posttest scores of the participants? Implications for businesses and military environments grappling with evaluating employee training effectiveness are provided. Insights for future research efforts in routinely assessing training programs are highlighted.

The effects of employee training on the relationship between environmental attitude and firms' performance in sustainable development

Should employee training influence firms' performance in sustainable development? Based on research, we predict both direct and moderating effects of employee training on the performance. Assuming the institutional demands in modern societies for environmental protection, we hypothesize that employee training consistent with the demands should have a direct and positive effect on firms' performance in sustainable development. In addition, we also hypothesize that employee training should moderate positively the relationship between a firm's environmental attitude and its performance in sustainable development. Testing our hypotheses among manufacturing firms in both South and North China, we obtain empirical evidence supporting the relationship between a firm's environment attitude and its performance in sustainable development. Moreover, our data show that this relationship can be better understood by taking into account such human resource management practice as employee training. With better employee training, a firm's correct environmental attitude should be more likely to help improve its performance in sustainable development. Moreover, our data also suggest that employee training may also have a positive direct effect on firms' performance in sustainable development.

Firms’ human capital, R&D and innovation: a study on French firms

This article investigates the effects of human capital and technological capital on innovation. While the role of technological capital as measured by research and development (R&D) expenditure has been intensively investigated, few studies have been made on the effect of employee training on innovation. This article explores the relationship between innovation and firm employee training. Our methodological approach contributes to the literature in three ways. We propose various indicators of firm employee training. We build a count data panel with a long time-data series to deal with the issue of firms’ heterogeneity. We propose a dynamic analysis. Using dynamic count data models on French industrial firms over the period 1986–1992, we find positive and significant effects of R&D intensity and training on patenting activity. Whatever the indicators of training our results show that the firm employee training has a positive impact on technological innovation.

Transfer of Training: Improving the Effectiveness of Employee Training in Nepal

The purpose of this study was to examine the extent of transfer and to identify factors influencing it in the context of civil and corporate sector organizations of Nepal. This cross sectional descriptive research included stratified random samples of organizations from four development regions of Nepal. Data were collected from 299 cases (56 managers, 78 supervisors and 165 employees, who received training within the last twelve months) using a mail survey, on-site survey, personal interviews, focus group discussions, training evaluation models, and observations for the verification of workplace evidences of transfer or non-transfer of the training.

Employee perceived training effectiveness relationship to employee attitudes

PurposeThe purpose of this study is to investigate the relationship between perceived employee training effectiveness and job satisfaction, motivation and commitment.Design/methodology/approachThe study examined the responses of 134 employees and lower managers, of five large Greek organizations, after they had completed a training program. The questions asked contained information about the employee attitudes towards tvhe training received, as well as their attitudes towards their employers.FindingsThe results of the study provide support to the hypotheses proposed, indicating that there is a significant correlation between the employee perceived training effectiveness and their commitment, job satisfaction and motivation. Additionally, high correlations were found between the latter three variables.Research limitations/implicationsThe study is limited to examining employee feelings, not taking into account their personal characteristics, which may be important.Practical implicationsThe implications of the findings of this study for managers and especially for Human Resource professionals are quite significant, given their roles in funding, designing and delivering training interventions. Not only does it appear to be important, offering training programs to one's employees but, the training program content must be perceived as effective and of value to those participating in it. This will have a positive effect, according to the findings of this study, on key employee attitudes, which appear to be related to a greater or a lesser extent, in the pertinent literature, to organizational performance outcomes including, productivity, turnover and absenteeismOriginality/valueThe study is ground‐breaking, given that there are no prior studies examining the relationship between the variables considered in the present one.

Training, wages and employment security: an empirical analysis on European data

Data from the European Community Household Panel (ECHP) are used to assess the effects of employee training on the average wage and employment security of different labour market groups in EU countries. Significant training wage premia are found only in the case of young or highly educated employees. By contrast training appears to have a strong impact on employment security, measured through subjective measures, in the case of both older and low-educated workers. To reconcile this apparent contradiction, one needs to take into account that, as standard in the literature, wage premia are estimated on a truncated sample including only employed workers. Due to downward wage rigidity, those workers who are unable to maintain their productivity are more frequently laid-off – rather than experiencing a wage fall and be retained in employment – and thereby excluded from the sample.

Training, Wages and Employment Security: An Empirical Analysis on European Data

We use data from the European Community Household Panel (ECHP) to assess the effects of employee training on the average wage and employment security of different labour market groups in EU countries. We find significant training wage premia only in the case of young or highly educated employees. By contrast training appears to have a strong impact on employment security, measured through subjective measures, in the case of both older and low-educated workers. To reconcile this apparent contradiction, we need to take into account that, as standard in the literature, wage premia are estimated on a truncated sample including only employed workers. Due to downward wage rigidity, those workers who are unable to maintain their productivity are more frequently laid-off - rather than experiencing a wage fall and be retained in employment - and thereby excluded from our sample.

Effects of employee training on the performance of North-American firms

This article analyses the impact of employee training on the performance, measured in terms of Tobin's Q and total returns to shareholders, of North-American firms, by using a survey of senior executives in human capital management carried out in 2000. The results indicate that higher training can have a positive effect on firm performance through factors such as employee satisfaction and customer loyalty. Overall, it is found that higher levels of training are associated with significant benefits which can increase firm value.

Enhancing supply chain practices through human resource management

This study examines the critical impact of human resource factors on the competitive advantage of supply chain management (SCM) practices. The human resource management (HRM) literature suggests that there are effects of HRM factors on SCM success, but neglects the relative importance among various factors regarding organizational performance. Survey responses from executives in 358 of the largest US manufacturing and service corporations are analyzed to test the relationships among selected HRM factors and SCM practice success. The results suggest an interactive role of managerial and employee support to enhance the effectiveness of employee training and to mitigate the adverse effect of implementation barriers on the success of SCM practices. The corresponding implications for managerial practice are also discussed in terms of the use of HRM program implementation to create a sustainable competitive advantage even when competitors adopt similar SCM “best practices”.

Research Note: Trade Name Franchise Membership as a Human Resource Management Strategy: Does Buying Group Training Deliver ‘True Value’ for Small Retailers?

Human resource management (HRM) is an important source of competitive advantage. However, recent reports document that HRM, and in particular employee training, is less likely to occur in small firms. One possible remedy of special interest to small retailers is trade name franchise membership. Trade name franchises, or buying groups, claim to offer small firms advantages not otherwise realizable, including bulk buying discounts, brand name recognition and workforce training. We report results from our study of over 300 small and medium-sized hardware stores, which tested the effects of employee training and trade name franchise membership, on small firm performance. Trade name franchisees achieve higher mean performance; however, the contribution to performance made by franchisees’ training does not appear to be significantly better than that of independent stores.

The impact of self‐efficacy on the effectiveness of employee training

Examines whether the mediating role of self‐efficacy on the effectiveness of formal training programmes is greater for jobs in which self‐confidence on the part of incumbents is important for effective performance than for jobs where it is relatively unimportant, among 118 employees doing a variety of jobs in an Australian financial services firm. Using hierarchical regression analysis, self‐efficacy was found to mediate the relationship between the perceived amount of formal training and superior ratings of improved performance among employees in jobs where self‐confidence was judged to be important for success, but not among employees in jobs where it was judged not to be important, as hypothesized.

Effectiveness of employee training and motivation programs in reducing exposure to inorganic lead and lead alkyls

Effectiveness of employee training and motivation programs in reducing exposure to inorganic lead and lead alkyls

Effectiveness of employee training and motivation programs in reducing exposure to inorganic lead and lead alkyls

The Occupational Safety and Health Administration has advanced engineering controls over administrative controls and protective equipment to reduce exposures to chemicals in the workplace. The application of employee training and motivation programs (such as job safety analysis) to reduce exposures to chemicals has not been emphasized. To determine the effectiveness of such programs, a pilot project in an alkyl lead production facility was conducted with 35 employees in an effort to reduce exposures to organic and inorganic lead. Results after 12 months show a 40% reduction in lead-in-urine and a 24% reduction in lead-in-blood, both indicators of total exposure to organic inorganic lead.