Developing Technician Skills for Innovative Industries: Theory,Evidence from the UK Life Sciences Industry,and Policy Implications

This article explores how innovative firms attempt to acquire the skilled technicians needed to deploy new technologies. Interviews with 40 employers from the UK life sciences sector reveal that shortages of technicians, an awareness of the importance of practical skills best acquired through work-based learning, and increasing dissatisfaction with the use of graduates, are encouraging employers to turn towards apprenticeship training. However, the rules governing the funding of various kinds of education and training discourage providers from offering the kinds of apprenticeships increasingly sought by employers, giving rise to a ‘system failure’ that manifests itself in shortages of technicians and the use of over-qualified graduates in technician roles.     

The Survival of Apprenticeship Training: A British, American, Australian Comparison

This paper examines the development of apprenticeship training in three English-speaking countries where apprenticeship has fared very differently. It declined at an early date in the USA in most sectors of the economy; it survived intact in Britain well into the post-Second World War period; and it has survived relatively strongly in Australia up to the present day. The reasons for decline and survival are examined and an explanation is proferred in terms of the interaction between the institutional supports and the ability and need felt by employers to sustain the system.     

Inter‐Firm Training Co‐ordination in Britain

This paper examines employer co‐operation in the provision of training. Such collective action has a long history in Britain, but has varied over time in extent and strength. It exists in a strong form in the German‐speaking countries, where employers’ organizations and chambers of commerce are a fundamental part of the training system. On the basis of new data, we argue that this form of training is important in the UK and has a positive effect on the quantity and quality of training. Case studies are presented on several examples of collective action — a local chamber of commerce, an industry‐wide employers’ organization, a group training association, a network of firms in a large company’s supply chain and a local consortium of big employers. Although such forms of organization have much to commend them, in the UK coverage is uneven and stability is fragile.     

The Impact of Recession on Adult Training: Evidence from the United Kingdom in 2008–2009

Analysis of longitudinal data from Employers Skills Updating Surveys in the United Kingdom suggests that in many establishments training plans were blown off course by the 2008–2009 recession, with reduced coverage of adult training and especially of off‐the‐job training. The effects of such cutbacks on skill levels have been partially alleviated by more precise targeting of on‐the‐job training on meeting skills improvement needs. However, in a sizeable proportion of establishments, future productivity and competitiveness are likely to be impaired by failure to upgrade adult workers' skills to standards which employers themselves perceived as necessary prior to the recession.     

Survival and Decline of the Apprenticeship System in the Australian and UK Construction Industries

The preservation of the apprenticeship system in the Australian construction industry contrasts with its decline in Britain over the last three decades. This decline is conventionally ascribed to changes in industrial structure, specifically a decline in the role of the public sector, intensification of subcontracting and growth of self‐employment. Given that the Australian construction industry has undergone similar structural changes to those in the United Kingdom, this difference in outcome requires explanation. This article suggests that the contrasting outcomes are the result of institutional differences in the organization of the training system, employers and labour between the two countries. These institutional differences are, however, diminishing as arrangements for training and industrial relations in Australia are increasingly fashioned in the likeness of the United Kingdom.     

Building innovative organizations in China: The “execution+” organization

This paper explores how to build innovative organizations in China. Using grounded inductive theory building with ten case studies of commercial organizations in China’s information and communication technology (ICT) industries, we find that because China is entrenched in the paradigm of execution and its two-tier talent structure lacks a competent pool of middle-level talent, it calls for a new organizational form: “execution+.” The key to building “execution+” organization lies in building a competent middle tier by taking advantage of apprenticeship type of training. Our findings have implications for theories of organization design and organizational learning.     

German Employers’ Inputs to Employee Skills Development

Using organizational level survey data, this article analyzes larger German private employers’ inputs to employee skills development, to test the theory that unions and employers’ associations raise employer incentives for training. Large German employers maintained their overall contribution between 1995 and 1999. Indicative data for 2004 suggest that this has continued, yet neither membership of employers’ associations nor high union densities influenced it.     

Works Councils,Collective Bargaining,and Apprenticeship Training – Evidence From German Firms

In this paper, we investigate the effects of works councils on apprenticeship training in Germany. The German law attributes works councils substantial information and co‐determination rights to training‐related issues. Thus, works councils may also have an impact on the cost‐benefit relation of workplace training. Using detailed firm‐level data containing information on the costs and benefits of apprenticeship training, we find that firms with works councils make a significantly higher net investment in training compared to firms without such an institution. We also find that the fraction of former trainees still employed with the same firm 5 years after training is significantly higher in the presence of works councils, thus enabling firms to recoup training investments over a longer time horizon. Furthermore, all works council effects are much more pronounced for firms covered by collective bargaining agreements.     

Poaching and Firm‐Sponsored Training

A series of seminal papers argues that poaching hampers company‐sponsored general training. Empirically, however, the existence and extent of poaching remain open questions. We provide a novel empirical strategy to identify poaching. We find that only few apprenticeship training firms in Germany are ‘poaching victims’ or ‘poaching raiders’. Victims are more likely to be in a temporary downturn and raiders are more likely to be growing. Victims hardly change their training strategy after poaching and poaching seems be a transitory event. This is an important result for countries that intend to introduce apprenticeship‐type training and need to convince firms to participate in training.     

Job Training, New Technology and Labour Turnover

Vocational training incidence for those at work is frequently financed partly or wholly by employers, who then lose part of their investment return if workers migrate to other firms. We investigate the incidence of training and the incidence of job-to-job mobility for a large sample of British workers in 1984 and 1989. We also analyse the role of sectoral technology characteristics in influencing patterns of both training and inter-firm mobility.
Our results demonstrate that job-to-job mobility is highest for the young and higher for those with formal educational qualifications than for the unskilled. These are also characteristics which engender a higher training propensity; so, unavoidably, private gains to training for employers are below social gains for these young people. Public-sector workers have high training rates but low mobility; this perhaps explains the lack of perception of the poaching problem by successive governments. Sectoral R&D activity is associated with more training and less mobility for men; in contrast, women are more likely to train and are less mobile if the rate of adoption of innovation is rapid.     

Institutional Aspects of Youth Employment and Training Policy in Britain

Public policy towards youth employment and training in Britain during the past decade has been dominated by two themes: the quest to reduce youth relative pay, as part of a wider deregulation of the labour market, in order to increase access to jobs and training: and the neglect of apprenticeship in favour of the Youth Training Scheme. This paper analyses these policies in an institutional framework informed by the results of a recent research project on youth activity in industry in major EC economies (Marsden and Ryan 1986, 1988, 1989, 1991).
The policy debate in Britain has tended to focus upon the effectiveness of lower youth pay at improving youth access to jobs and training (Wells 1983; Jones 1985; Junankar and Neale 1987). We accept the efficacy of lower youth pay but question its institutional viability. Youth employment and training policies must be well grounded in labour market institutions in order to achieve success. We argue that neglect of the institutional context accounts for the lopsided and partial success resulting from current policies in Britain, and that the revitalization of apprenticeship, either as such or in the equivalent form of a strongly upgraded public training scheme, has a great deal to offer.
We begin with an outline of the relevant institutions. We trace their implications for outcomes in the youth market, contrast the divergent institutional directions taken by West Germany and the UK, and finally assess contemporary British policy towards youth activity in general and apprenticeship in particular.     

YTS and the Labour Market

This article contains results from a survey of the influence of the Youth Training Scheme (YTS) in the labour market. Tighter conditions in this market in 1989 led to changes in the role of the YTS towards recruitment and training rather than job creation. The effectiveness of YTS in meeting skill shortages is examined, as are the motives of employers who participate in the scheme and the extent to which trainees aim for qualifications. Youth training for the labour markets of the 1990s is considered in relation to expected future trends in the demand for skilled labour in that period.     

雇主视角下的高级技工短缺问题探析

针对我国高级技工短缺问题,从雇主视角出发,构建＂委托—代理＂模型对专业技能培养的投资行为进行数理推导,并在此基础上对雇佣双方的行动策略作单次动态博弈与重复动态博弈分析。结果表明由于存在技工离职的风险,企业会选择放弃对高级技工培养进行投资。为此,建议企业实施有利于雇佣双方在技能培养中采取合作行为的管理措施,为培养高级技工创造良好的博弈环境。     

Employers' Search and the Efficiency of Matching

Unskilled workers in low productivity jobs typically experience higher labour turnover. This article shows how this finding is related to variation in the efficiency of the matching process across occupations. If employers find it less profitable to invest in search and screening activities when recruiting for low‐productivity jobs, matches at the lower end of the occupation distribution will be more prone to separation. The analysis of a unique sample of British hirings, containing detailed information about employers' recruitment practices, shows that more intensive recruitment leads to matches of better quality that pay higher wages, last longer and make employers more satisfied with the person taken on.     

Why Do Employers Retrain At‐Risk Workers? The Role of Social Capital

Why are some employers willing to retrain workers who are at risk of layoff for new jobs in their organization, whereas others “churn” their workforce through layoffs and outside hiring? The question seems central to understanding why some employers and some jobs are “good,” whereas others are not and, more generally, for understanding employment security. The arguments herein use national probability data to examine this question and find that the retraining option is associated with preserving the social capital among current employees. Employers who make greater use of work systems that rely on social capital are more likely to retrain their workers. Alternative explanations—that retraining is an employee benefit associated with employee‐friendly policies or is part of overall strategy to invest in training—receive no support. These results extend our understanding of the role that social capital can play in organizations. They also suggest that being a “good” employer may have a great deal to do with other choices about systems of work organization.     

Community Colleges and Employers: How Can We Understand their Connection?

This paper uses an original, nationally representative survey of manufacturing establishments to shed light on the interaction of employers with community colleges, including information on skill requirements and human resource practices. We test three hypotheses: that high‐skill employers use community colleges, that community colleges are a substitute for employer‐based training, and that community colleges are a complement to so‐called “high‐road” or “high‐commitment” human resource practices. We find limited utilization of community colleges by employers, but those that do establish a relationship are generally satisfied. Employers that demand high skills are more likely to use community colleges, as are “high‐commitment” firms.     

The Impact of Training on Labour Mobility: Individual and Firm‐level Evidence from Britain

We investigate the impact of different types of training on the mobility expectations of workers, using three surveys. Most training episodes produce some transferable skills, and most transferable training is paid for by employers. Overall, training has no impact on mobility in three out of every five cases; the remaining cases are split equally between those where training increases and those where it decreases mobility. We find that training is more likely to lead to lower mobility when it is less transferable to other firms, is sponsored by firms, and where its objectives include increasing the identification of employees with corporate objectives.     

Is this workplace bullying? How ideas about conflict shape conflict management strategies

The adoption of specific conflict management strategies has usually been linked to various factors, such as litigation avoidance, union substitution and the pursuit of strategic benefits. This study advances the hypothesis that actors’ different frames of reference impact how workplace conflicts are interpreted and managed by unions and employers. Drawing on original data from the Brazilian banking sector, this article shows that companies and unions have different interpretations of workplace bullying. Unions understand workplace bullying as an organizational or sectoral problem inherent to labour relations in the banking sector. In contrast, employers see workplace bullying as a problem caused by individual managers. These different understandings of the same type of conflict are shaped by each actor's frame of reference and influence their responses to workplace bullying. With a pluralist or critical frame of reference, unions favour conflict management tools that try to promote structural changes in the sector. With a unitarist frame of reference, employers try to transform individual behaviour or simply remove individual managers from the workplace. Therefore, organizations with a unitarist frame interpret and respond to conflicts in notably different ways from organizations holding a pluralist or critical frame of reference.     

The relationship between works councils and firms’ further training provision in times of technological change

Participating in further training is strategically important for employees to ensure their employability. Particularly for employees in low-skilled jobs, works councils — firm-level organizations that represent employees — constitute an important employee advocacy instrument in European countries, such as France and Germany. With comprehensive co-determination rights, works councils can influence firms’ hiring policies, job design and career paths (e.g. promotions). Using German firm-level data, we empirically investigate the influence of works councils on firms’ training provision for employees in firms below and above the industry level of technology. The results show that works councils have a positive effect on the percentage of employees in general, and of employees in low-skilled jobs in particular, participating in training, but only for firms below the industry level of technology. These results show the importance of works councils in supporting training in such firms and enhancing the employment prospects of employees in low-skilled jobs. In contrast, firms above the industry level of technology invest in training with or without a works council, indicating that the training interests of employers and employees are aligned.     

Small business and online training in Australia: who is willing to participate?

This paper investigates small business employers' willingness to participate in online training based on survey of 716 Western Australian small business employers. The results indicate that those small business employers with aspirations towards business growth and who are existing Internet users are more likely to participate in online training than those without growth aspirations.