Employee Training Practices Research Articles

Assessment of Environmental Management Performance in Wineries: A Survey-Based Analysis to Create Key Performance Indicators

This study assesses the adoption and operational effectiveness of Environmental Management Systems (EMSs) in Italian wineries, focusing on ISO 14001:2015. It evaluates commitment, planning, communication strategies, emergency preparedness, and employee training practices. Using a comprehensive survey-based methodology, the research elucidates the dynamics of EMS implementation across various scales of winery operations. The research reveals a strong commitment among wineries to environmental objectives such as waste reduction and efficient electricity and water use. However, significant deficiencies were identified in EMS policy implementation, emergency preparedness, and the uptake of ISO 14001:2015 certification, with larger wineries showing more robust engagement in environmental training than smaller ones. The study incorporates five key performance indicators (KPIs) and a predictive model using logistic regression and Random Forest to analyze the likelihood of ISO 14001 certification based on the analyzed variables. The model highlights established processes, environmental policies, and frequent reviews as significant predictors of certification. These findings contribute original value by identifying critical leverage points and barriers affecting EMS effectiveness within the wine sector. The research uncovers nuanced interactions between the scale of operations and management engagement influencing EMSs’ success. It proposes novel, survey-based KPIs essential for assessing EMS performance in wineries, demonstrating their practical utility in pinpointing areas for improvement. The research limitations include potential biases from varying participation rates among surveyed wineries, affecting extrapolation to the broader Italian wine industry. Despite these limitations, the study provides substantive practical implications, suggesting that wineries can enhance both environmental sustainability and a competitive edge by addressing gaps in EMS implementation.

Employee Training Policies of High Revenue Companies: Analysis of Case Examples From Turkey

Purpose: The present study explores the primary characteristics of employee training practices by way of analysing the employee training policies of the top two companies with the highest sales revenue in Turkey. The primary characteristics of employee training practices are examined within the scope of the corporate employee training activities and the practices to cope with the challenges in the organization of employee training. Methods: Employing qualitative approach, document analysis was conducted within the context of two cases. The two companies with the highest sales revenue in Turkey were selected as cases in the study. The companies were determined through criterion sampling in line with the financial performance based on net sales revenue, stability of financial performance and potential for corporate training policy development criteria. The six years of sustainability and activity reports of the companies were analysed through thematic analysis. The documents were analysed through thematic analysis using open coding. Employee training policies and practices were presented under the sub-themes of personnel training types, subjects of personnel training, training infrastructure, factors considered in the design of training processes and supportive practices for training processes. Findings: Employee training of the companies mostly consists of formal and non-formal training activities designed according to the needs of employees. These training activities aim at both occupational and personal development of the employees. The training activities, which are mostly organized with the use of internal resources, also allow employees to make their own personal development plans. The dominant common aspects of the employee training policies of the companies show that the successful integration of employee training to the career management systems increases the efficiency of training activities. The study results also illustrate that the employee training policies can be strengthened through corporate capacity development activities. Conclusion: Institutionalization of training practices that contribute to workplace learning has an important role in the financial gains of highly competitive organizations. The success of corporate training practices for employees requires both an effective design in terms of content and process and a strong establishment of corporate training infrastructure. The provision of formal and informal learning opportunities structured according to employee needs through a strong corporate training infrastructure and planning the career development of employees based on the outputs of training activities are the indicators of successful company performance.

The Introduction and Analysis of Microsoft's Staff Training Practices

Microsoft's employee training practices have contributed significantly to its growth and are worthy of study by companies around the world. Before conducting employee training, Microsoft first investigates the specifics of the company and the actual problems that employees need to solve in their jobs. Microsoft uses the 70-20-10 principle and a new employee training program consisting of a television series and games. The paper also analyses the problem of knowledge concealment in the employee training process, particularly in the context of Microsoft's mentorship system. Microsoft's employee training system is in line with relevant theories and models, and these practices have contributed greatly to Microsoft's growth. However, with the impact of the COVID-19 pandemic, the increasing number of business activities requires fast and effective training methods. Microsoft needs to consider a training program with a short payback period and use digital technology to mimic real-life data in real-time. This article presents a selection of Microsoft's past employee training practices, analyses them by using relevant theory and makes recommendations for current and potential future issues.

A DESK REVIEW OF EMPLOYEE TRAINING ON ORGANIZATIONAL PRODUCTIVITY IN THE BANKING SECTOR

This study was done to examine the relationship between employee training and organizational productivity in the banking sector, a case study of Co-operative Bank, Githurai Branch. The study was guided by these four research objectives; examining the effect of employee induction on organizational productivity within the Co-operative Bank, Githurai Branch, Kenya, determining the effect of on-the-job training on organizational productivity within the Co-operative Bank Limited, Githurai Branch, Kenya, determining the effect of employee motivation on organizational productivity within the Co-operative Bank Limited, Githurai Branch, Kenya and examining the effect of employee job satisfaction on organizational productivity within the Co-operative Bank Limited, Githurai Branch, Kenya. A cross-sectional research survey was conducted. The target population consisted of employees working at the Co-operative Bank of Kenya Limited, Githurai Branch. I used Simple random sampling techniques. The size of the sample that was ascertained was 18 using the total sampling technique. The source of data that was used was Primary sources of data. A stratified random sampling was used to determine the sample size of the 18 respondents. The researcher performed Pearson's correlation and a regression test so as to determine the relationship between the variables under analysis. The data was analyzed with the use of the Statistical Package for Social Sciences (SPSS) software, 25th version. Descriptive statistics and inferential statistics were used to analyze quantitative data. Frequencies and percentages were employed to provide descriptive statistics. The findings were presented in tabular form. The outcome or other the results of the study helped in revealing whether the variables in the study statistically or positively correlated with organizational productivity. The study therefore recommends the banking sector to come up with suitable employee training practices that help in enhancing organizational productivity. Also, further research can be carried out so as to determine other variables that are aligned with employees’ training practices among the banking sector, organizations, and companies. Another similar study can be conducted aiming at the public sector for comparison purposes.<p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/soc/0057/a.php" alt="Hit counter" /></p>

A Study on Effects of Employee Training Practices and its Outcome in Software Industries being Specific at Chennai

Training is an art of enhancing skills and knowledge of an employee in performing a task productively. It’s about to impart a defined work related skill to the worker. Training is the connective passage between the employee and the specific job requirement. Development means overall growth of an individual along with the organization. The ultimate purpose of training and development is to increase the efficiency and being skillful by adopting various new mechanisms for a better standard of work life. The purpose of the study is to analyze the effectiveness of training modules in IT sector based Chennai. The study concentrates on the perception of the employees about the training sessions. Developing the talent of workforce enables job enrichment and enlargement. A module of ten Questionnaire is framed out to identify the strong feelings of 100 sample employees on training programs conducted by the organization. The collected data will be analyzed using simple percentage analysis, factor analysis, ANOVA and Chi-Square.

Employee Training and Public Service Delivery of Huduma Centres in Kenya

The study examined whether Huduma centres are a success in eliminating corruption, petty bureaucracy and inefficiency in delivery of services in the public sector. The study sought to establish influence of employee training on public service delivery of Huduma centres in Kenya, and mediating variable of government policies. The study was anchored on servqual model, human capital theory and the new public model. Descriptive research design was used. The target population included branch managers, section supervisors and public customers of all the 52 Huduma centres in Kenya. Multi-stage probability sampling was used. A sample of 46 branch managers and 314 section supervisors were included using simple random sampling method. A total of 360 public customers were sampled using purposeful sampling. The study employed primary and secondary data. Primary data was obtained through self-administered questionnaires. Validity and reliability were determined through use of a pilot study. Secondary data was obtained from reviewing relevant literature and government statistics. Data analysis was done using both descriptive statistics and inferential statistics. Descriptive analysis measured and assessed numerical values of variables such as the mean and standard deviation. Cronbach’s alpha measured reliability. Inferential data analysis involved correlation coefficient (r) and multiple linear regression analysis. Study results showed a positive significant low linear association between employee training and public service delivery (PSD). There was a moderate linear association of the mediating relationship between government policies and PSD at 99% confidence level. Hypothesis results show that employee training has significance influence on PSD. Findings also show that, a unit increase in employee training leads to a unit increase in PSD. This shows that employee training practices motivate employees to work more hard. Moreso, government policies have a mediating relationship between employees’ training and PSD. The study recommends the government to re-evaluate policies. Moreso, there should be proper implementation and use of human resource practices in Huduma centres so as to increase efficiency in the delivery of public service. Public organisations are urged to use guidelines provided by the strategy for human resources in the public sector, in order to avoid every ministry, from using its own regulations, norms and standards. Further research is recommended on more human resource practices in the public service.

Works councils, training activities and innovation: a study of German firms

Building on the notion of general and specific human capital proposed by Becker (1962), the paper highlights the importance of employee training practices undertaken in firms as an important tool for human resource and knowledge management and focuses on the role of works councils as a specific form of employee representation system therein. Using establishment data on various aspects of training practices and innovation activities in Germany, the paper examines the degree, type and extent to which establishments invest in employee training and finds significant differences for firms with and without works councils. Specifically, findings suggest that works councils are related more with the provision of generalized training rather than in firm-specific technical training of employees. In addition, the paper finds strong support for using works councils as an instrument for a firm’s total training activities that correlate with innovation, and weak support when we consider only generalized training and innovation. Finally, no significant relation is found between training practices and radical innovativeness of firms after accounting for reverse causality.

Employee training practices and unions: Perspectives from Quebec

AbstractBased on a survey of 301 small and medium‐sized enterprises in Quebec, this article explores the influence of unions on employee training in these firms. While unionization is generally found to have an influence on employee training practices, the authors' focus on the inclusion or non‐inclusion of specific training clauses in collective agreements shows that such clauses establish a regulatory framework for certain forms of learning and training support at the workplace, which enhances union influence. Overall, however, the inclusion (or absence) of training clauses in collective agreements does not necessarily translate into higher (or lower) participation in actual training activities.

Working With LGBT Older Adults: An Assessment of Employee Training Practices, Needs, and Preferences of Senior Service Organizations in Minnesota

As the population ages and LGBT older adults become more visible among senior service providers, the need for cultural competency training will grow. Although this training is a relatively new phenomenon, curricula exist. These are generally in person for 2- to 8-hr durations. Training to Serve embarked on a study to investigate preferences in cultural competency format and duration. One-hundred and eighty-four Minnesota service providers participated in the online survey. The majority (90%) were interested in participating in LGBT cultural competency training. Results suggest a preference for shorter duration and online formats. Implications for curricula development and future research are included.

Training interventions: fulfilling managerial ends or proliferating invaluable means for employees?

PurposeThe purpose of this paper is to assess the current state of employee training practices in a sample of Iranian‐based organisations.Design/methodology/approachThe research approach adopted for the study conforms to qualitative research in the form of multiple case study design. Semi‐structured interview is adopted to collect qualitative data. To enhance the validity of the information derived from the interviews, the interview data are supplemented by some observations and examination of the related documents.FindingsData from managers and employees from different functional areas support a capital approach to employee training. The results further indicate that the current approach to training has an upward impact on employee turnover. Overall, the data suggest that the effect of training on employee motivation and productivity is indirect through management's approach and orientation towards training. This, in turn, causes a gap between employee's expectation and perception toward the effectiveness of organisational training.Research limitations/implicationsThere is no sufficient evidence to correlate directly the contribution of training programmes to the overall performance of both employee and organisation. The need for more empirical data should focus on more rigorous testing of the implications of the current state of training interventions for other human resource management practices.Practical implicationsThere is a fundamental need for the Iranian managers, first, to reconsider their understanding of and rationale for training interventions; second, to realise the increased importance of employee training in achieving sustainable competitive advantage in the long term; third, to encourage employees to recognise their training needs; and last and fourth, to recognise the importance of employee training in enhancing organisational commitment. In respect of the management of international companies wishing to exploit business opportunities in Iran, there is a need on their part to know the Iranian culture, its difference from other Middle Eastern countries, and therefore to overcome such existing cross‐cultural challenges.Originality/valueThe degree to which the adoption of training strategies reflects new and different attitudes and practices among the non‐managerial employees is seen to be a major shortcoming of previous research. This study addresses such limitation by collecting data from multiple perspectives in the novel context of the Middle East with a particular focus on Iran.

Market Implication of Human Capital Investment

The empirical determination of whether human capital investment creates intangible assets and contributes to firms' profitability and market values is seriously hampered by the lack of publicly disclosed information on such practices. Using unique survey data regarding employee training practices, we examine and find that employee training expenditures are positively related to both contemporaneous and future operating performance as well as market values. Further, following the Balanced Scorecard theory, we test whether incorporating training into the firm's performance measurement system has a positive effect on firm value. The empirical results suggest that training in conjunction with the use of performance metrics based on customer, internal process and learning and growth perspectives is positively related to the use of performance metrics in the financial perspective, which in turn has significantly positive effect on firms' market values. The establishment of a direct relationship between market price and human capital investment sheds light on corporations' human resource management practices. In an attempt to integrate empirical accounting research with general management research, this paper broadens the horizon for accounting scholars with regard to the significance of such internally-developed intangibles.

Reputation, Goodwill, and Loss: Entering the Employee Training Audit Equation

Organizations, like individuals, have reputations that create consequences. Six features of organizational reputations are reviewed. A model for how organizational reputation is created is presented, with special attention to the role of employee training in reputation formation. The effects of organizational reputation on a firm's financial performance are reviewed, particularly in terms of goodwill valuation. Employee training practices are identified as one way by which the risks of damage to organizational reputation can be reduced—or enhanced. Specific illustrations of how training enhanced reputation (Navy Seals, FBI, airport screeners) are noted, followed by examples of six different forms of employee training failures that can create negative reputational effects. Based on this analysis, a dozen assessment questions are listed that should be used in auditing the risks to organizational reputation from employee training.