人力资本视角下的员工培训风险的投资分析

员工培训是提高人力素质的重要手段,是企业获取持续发展动力的重要保证。本文首先分析了人力资本及员工培训投资风险特点,指出员工培训投资本身就是一种风险行为。然后讨论了员工培训风险分类及影响因素,从三个方面阐述了人力资本视角下员工培训投资成本与决策,即员工培训投资成本、收益以及风险的度量、员工培训投资决策。最后,提出了企业防范员工培训投资风险的对策。     

论企业培训的绩效

培训正成为企业人力资源开发与激励员工的重要手段。通常企业认为培训的投入和受益主体是企业，而忽视受训员工在培训中的特殊角色。本文从企业培训的本质出发，基于企业和员工两个视角分析培训绩效及其影响因素，提出培训绩效表现为企业和员工两个层面的绩效，员工个人绩效与企业绩效实际上并不一致，而受训员工个体绩效才是实现企业培训绩效至关重要的影响因素．     

论企业培训的绩效

培训正成为企业人力资源开发与激励员工的重要手段。通常企业认为培训的投入和受益主体是企业,而忽视受训员工在培训中的特殊角色。本文从企业培训的本质出发,基于企业和员工两个视角分析培训绩效及其影响因素,提出培训绩效表现为企业和员工两个层面的绩效,员工个人绩效与企业绩效实际上并不一致,而受训员工个体绩效才是实现企业培训绩效至关重要的影响因素。     

海外人才培训效果影响因素分析——基于层次分析法的实证

员工层面、企业层面和培训机制层面三个维度因素对海外人才培训效果的影响权重由大到小排列,依次是员工层面、培训机制层面、企业层面;而员工培训前的准备、培训内容与实践结合、员工培训积极性等因素是影响企业培训效果的最为关键的二级指标。     

制造型企业基层员工培训对策研究

基层员工的培训,有利于增加制造型企业的直接产出,减少废品率,缩短等待时间,降低生产成本。从对培训的认识误区,培训目标,员工对培训的参与性,培训效果和员工流失等五个方面阐述了现今制造型企业基层员工在培训中存在的问题,并从改变观念,建立培训体系、激励机制、效果评估机制,加强对培训风险控制五个方面提出改进建议。     

企业员工培训中环境支持体系研究

员工培训越来越受到企业的重视,怎样建立一个适应企业发展需要的员工培训的环境支持体系,就成为企业培训中重要问题,本文旨在从公司高层对培训的支持、培训的组织保证与培训者素质三个方面入手探讨企业培训中的环境支持体系问题,指导企业做好企业员工培训的基础性工作。     

对企业员工培训的一点思考

员工培训是企业的基础性工作,对企业的稳定运营和长远发展具有很重要的意义.本文分培训前、培训中和培训后三个阶段,对员工培训工作进行了思考和有益的探索.     

企业人力资本道德素质在企业建设中的培养

在系统分析人力资本理论以及我国城镇企业培训界目前的现状基础上,提出与界定了基于人力资本理论的企业员工道德素质培训体系,并对其进了特征分析,然后从员工道德素质培训需求分析和筛选、员工道德素质培训项目的设计与实施、培训效果评价以及培训能力发挥机制构建四个模块对体系进行详细说明。     

企业员工英语培训:问题与策略选择

加入WTO将对我国企业带来机遇与挑战,要求企业提高员工的整体素质。加强员工的英语培训、提高员工的英语水平将成为企业抓住机遇、迎接挑战的锐利武器。针对当前企业员工英语培训的主要问题,本文认为,应该通过完善企业英语培训管理机制和员工要树立终生的学习观等几个方面来解决。     

依托体系构建和培训评估双轨加强企业培训管理

培训管理是企业重要的管理手段,对企业发展产生重要的影响。以企业培训现状描述为基础,分析了企业员工培训与员工发展融合、全员培训、形式多样化的趋势;分析了在内部师资队伍综合素质不强、培训的效率有待提高上的不足。从全面构建体系及相关配套制度建设,形成“培训、使用、考核、奖惩一体化”的运行机制,促进全体员工形成自觉学习、善于学习、不断学习的氛围;科学分析需求,落实培训评估二个方面提出了加强企业培训管理的措施。     

美欧日的中小企业员工培训比较及对中国启示

我国中小企业员工培训存在大量问题,既有理论上的原因,也有实践上的原因。美国、欧盟、日本中小企业的员工培训在培训理念、组织、经费、内容、师资和方案实施过程方面有各自的特点,对我国解决目前中小企业员工培训所面临的问题有很大的启示。只要我们能够结合国情,借鉴国外的实践经验,一定能够建立我们自己的有效的中小企业员工培训体系。     

北京内外资服务企业员工培训策略研究

高素质的服务人员是北京服务行业实现优质服务的一个关键因素,而高素质的服务人员又离不开企业适当的员工培训。针对我国服务企业的人员培训问题,通过对比北京内资服务企业和外资服务企业的培训体系和实践具体流程,本文对两者的相对优缺点进行总结,并试图从中获得一些管理启示。     

The effects of organizational training on organizational commitment

This empirical study investigated the impact of organizational training on employee commitment focusing on employees' emotional and affective responses towards their organization. Organizational training is conceptualized within a multidimensional framework consisting of motivation for training, access to training, benefits from training and support for training. The hypothesis of this study has been built on a resource‐based view, social exchange theory and psychological contract theory. Field research was conducted through surveys with 298 participants of four‐ and five‐star hotels operating in Izmir, Turkey. Confirmatory factor analyses were used to analyse the quality of the training scales and multiple regression analyses were conducted to test the hypotheses of the study. The results revealed that all dimensions of training positively affected employee commitment. Implications have been presented for both researchers and human resource practitioners as to how to utilize organizational training factors to increase employee commitment.     

Gamification of employee training and development

Gamification has become increasingly common in employee training. Simultaneously, our scientific understanding of gamified learning has grown. However, there are few resources that provide specific recommendations for science‐based gamification in employee training to address the research–practice gap. Thus, the purpose of this paper is to describe our current scientific understanding of gamification as it can be used to realistically improve web‐based employee training. First, because gamification is commonly misunderstood, we explain what gamification is in the context of training. Second, because gamification is commonly misapplied, research on the effectiveness of gamified learning as related to training design is reviewed. Finally, to provide a clear roadmap for training design, we describe a formal process for gamifying web‐based training in a scientifically supported way.     

An Investigation of the Current Practices of In-House Employee Training and Development within Hotels in Scotland

This article presents the results of an itlvestigation of in-house employee training and development practices within hotels in Scotland having 50 or more bedroonls front an operation/ management perspective. Issites pertaining to employee trainitzg and development practices are identified - reduction in st@ turnover; responsibility for staff traitzing and development, time constraints, variety of training methods and training frequency. III the context of training and development, with particular reference to issues ident, a number of recommendations are postulated.     

基于虚拟视角的零售业人力资源管理职能转变研究

目前我国零售业的人力资源管理面临较大的困境,如对企业人力资源管理的战略地位认识不足;缺乏人力资源规划;员工流失比例高;员工缺乏培训等。从人力资源管理理论演变的过程说明,其原因是人力资源管理的职能没有转变。零售业人力资源部门应逐渐从行政性管理工作中解放出来,开始更多地从事战略性人力资源管理工作,对于那些行政性的事务应进行虚拟化运作,制定员工管理虚拟、招聘虚拟、培训虚拟等对策。     

Subcontracting chain and workers’ participation in continuing vocational training: findings from the French,quantitative, linked employer–employee survey of training and career paths

This article discusses the correlation between cascading subcontracting and employees' participation in continuing vocational training. Based on a capability approach, it uses the French quantitative linked employer–employee survey on training and career paths (DEFIS) to question to what degree inter‐firm relations influence their employees’ training opportunities and processes. The results suggest cascading effects in training participation, considered from the angle of taking part both in training and training decision making. It addresses public policy issues arising from inequalities in employee participation with respect to the subcontracting relationship and thereby questions the liability of pure principal contractors.     

Changing a Culture: Evaluation of a Leadership Development Program at Mellon Financial Services

The purpose of this study was to evaluate the effectiveness of an internally developed and delivered Leadership Development program conducted at Mellon Financial Services. The 9‐month program integrated action learning/action science strategies into 13 modules. Program effectiveness was measured using instruments and statistics that already existed in the organisation—employee satisfaction surveys, annual employee turnover statistics, and regional scorecard results. In addition, the training participants completed midpoint and end‐of‐training feedback forms. Results of the evaluation showed that the impact of the training transferred to the participants’ job performance through increased job satisfaction, decreased turnover, and improved scorecard statistics.     

禀赋效应在提升员工忠诚度中的应用

根据理查德.塞勒的理论,禀赋效应之所以出现是因为损失（这一物品）的感觉比获得同样东西的感觉更加强烈。这种不对称性经常为商家所利用,他们往往向消费者提供试用产品,使消费者习惯对该产品的使用而产生依赖性,从而不情愿归还而进行购买。此效应同样可以应用于人力资源管理,尤其是员工忠诚度的提升。禀赋效应揭示了员工的心理规律,企业利用好此心理规律,将有利于完善企业提升员工忠诚度的方法。同时,企业结合自身需求和员工自身的技能特点,设计或调整培训计划,对员工和企业会带来双赢的效果。     

委托管理模式下的国有改制饭店员工满意度研究——以苏州C饭店为例

近年来,国有改制饭店在我国饭店业中所占比例越来越大。员工满意度关系到国有改制饭店的长远发展。本文以委托管理模式下的国有改制饭店为调查对象,结果表明,委托管理模式下的国有改制饭店员工满意度总体偏低,各项指标的满意度高低排序为工作本身、人际关系、领导水平、职业发展、绩效考核、培训机会、管理环境和薪酬福利。因此,员工激励措施多样化、软文化与硬制度管理相结合、培训体系系统化是提升员工满意度的有效措施。