Trainees' reactions to training: an analysis of the factors affecting overall satisfaction with training

The study examines a relatively neglected, but important, aspect of the analysis and evaluation of training, namely trainees' immediate reaction to training. In particular, we focused on an analysis of the factors that affect participants' overall satisfaction with training. We first identified three key situational antecedents of training satisfaction, including trainees' perceptions of the efficiency and usefulness of the training, and their perceptions of trainer performance. Specific hypotheses relating each of these factors to training satisfaction were then developed and tested using data from a sample of about 3000 trainees from a range of Italian companies participating in a large-scale regionally-funded training programme involving over 300 different training courses. The results revealed that, although all three hypothesised antecedents were significantly positively related to training satisfaction, the perceived usefulness of training had the strongest effect. Importantly, the results also suggest the lack of any clear compensatory effects of the three antecedents on training satisfaction. Theoretical and policy implications of the findings are discussed.     

Context-dependent accountability strategies to improve the transfer of training: A proposed theoretical model and research propositions

The transfer of training continues to be a primary concern for organizations, yet important gaps in the literature remain. Thus, we extend recent work by Tews and Burke-Smalley (in press), which integrates accountability concepts from Schlenker (1997), along with Yelon and Ford's (1999) context-dependent transfer approach, to create a theoretical model and specific research propositions to help guide the field forward. We suggest that an accountability approach to training transfer, which simultaneously considers relevant work-context dimensions (e.g., skill type and supervision type) can be used to adopt appropriate accountability strategies that enhance trainees' transfer of learning back to their jobs. More specifically, by targeting variables that promote accountability – trainees' role clarity, ownership perceptions, and perceived control over their learning transfer – our work provides a useful theoretical model to guide scholars and practitioners in order to facilitate transfer in different workplace contexts. Implications for research and practice are also discussed.     

Women in management: towards a research agenda

Relationships between specific supervisory support behaviours and training transfer among subordinates were investigated in the context of a team-building training programme. Ninety-nine employees who attended outdoor team-building training and their supervisors rated the extent to which trainees transferred each of twenty-one trained skills to the work-place. Additionally, trainees responded to an open-ended question regarding what, if anything, they applied from the training to the work-place. Ratings of transfer, provided by both trainees and their supervisors, and coded responses to the open-ended question indicated that: (1) most trainees transferred only a small to moderate amount of skills from the outdoor training; (2) the amount of training transfer varied across trainees; and (3) skills reportedly transferred the most concerned seeking and listening to the views and ideas of other team members.

Trainees also rated whether their supervisors displayed each of twenty-seven specific supervisory support for training behaviours, derived from a comprehensive list developed by Broad (1982). Partial correlations were computed between each of the twenty-seven supervisory support behaviours and an overall measure of training transfer, controlling for trainees' ratings of the quality of their relationship with their supervisor. This analysis suggested that the supervisory support behaviours most critical for transfer of this team-building training were: (1) supervisors' use of skills and terminology from the training programme; (2) creating opportunities for trainees to make decisions based on newly learned skills; (3) reinforcing trainees' use of trained skills; (4) creating opportunities to practise new skills; and (5) providing feedback on skill use. The implications of these results for training practitioners and researchers are discussed.     

Employee perceptions and their influence on training effectiveness

Studies of the benefits of human resource development (HRD) for organisations have assumed a direct connection between training strategy and a hierarchy of performance outcomes: learning, behavioural change and performance improvement. The influence of workplace practices and employees' experiences on training effectiveness has received little attention. This study investigates evaluation strategies designed to elicit greater training effectiveness, and explores the influence of trainees' perceptions and work environment factors on this. Drawing on detailed case study findings, the authors highlight the importance of management practices, trainees' perceptions of the work environment and systems of reward in explaining behaviour change after training.     

Workforce training transfer: A study of the effect of relapse prevention training and transfer climate

Considerable evidence suggests that a substantial part of organizations' investment in training is often wasted due to poor learning transfer and trainee relapse. This study investigated the effects of two different relapse prevention (RP) modules designed to supplement a training program on employee coaching skills. The coaching program was delivered to 78 research scientists from five departments of a large Midwestern firm. The transfer “climate” of those five represented departments was also assessed. Results indicated that the RP modules did modestly influence trainees' use of transfer strategies, but the impact was contingent on the nature of the transfer climate.¹© 1999 John Wiley & Sons, Inc.     

Business process architectures: overview,comparison and framework

With the uptake of business process modelling in practice, the demand grows for guidelines that lead to consistent and integrated collections of process models. The notion of a business process architecture has been explicitly proposed to address this. This paper provides an overview of the prevailing approaches to design a business process architecture. Furthermore, it includes evaluations of the usability and use of the identified approaches. Finally, it presents a framework for business process architecture design that can be used to develop a concrete architecture. The use and usability were evaluated in two ways. First, a survey was conducted among 39 practitioners, in which the opinion of the practitioners on the use and usefulness of the approaches was evaluated. Second, four case studies were conducted, in which process architectures from practice were analysed to determine the approaches or elements of approaches that were used in their design. Both evaluations showed that practitioners have a preference for using approaches that are based on reference models and approaches that are based on the identification of business functions or business objects. At the same time, the evaluations showed that practitioners use these approaches in combination, rather than selecting a single approach.     

The appreciative democratic voice of DEA: A case of faculty academic performance evaluation

Data envelopment analysis (DEA) is in fact more than just being an instrument for measuring the relative efficiencies of a group of decision making units (DMU). DEA models are also means of expressing appreciative democratic voices of DMUs. This paper proposes a methodology for allocating premium points to a group of professors using three models sequentially: (1) a DEA model for appreciative academic self-evaluation, (2) a DEA model for appreciative academic cross-evaluation, and (3) a Non-DEA model for academic rating of professors for the purpose of premium allocations. The premium results, called DEA results, are then compared with the premium points “nurtured” by the Dean, called N bonus points. After comparing DEA results and N bonus points, the Dean reassessed his initial bonus points and provided new ones – called DEA-N decisions. The experience indicates that judgmental decisions (Dean's evaluations) can be enhanced by making use of formal models (DEA and Non-DEA models). Moreover, the appreciative and democratic voices of professors are virtually embedded in the DEA models.     

计算机专业教学模式的价值探索

当前中等职业教育的计算机专业课教学,虽然有各种各样的教学模式和教学方法,但大多都是从传统文化课教学中来,缺少针对性,教学效果并不理想。我们结合中职国家级技能大赛,实施"模块教学、项目实训、实践为主"教学模式,把计算机专业课教学内容划分为五个模块,每个模块按实训要求,分成若干个项目,以实训为主,让学生在实践中思考,不断提高,从而实现计算机专业课的教学目标。     

Supplier empowerment: Mediating situational factors and perceived performance

The understanding of the behavioral and cognitive factors that affect organizations' performance has attracted increasing attention of scholars and practitioners. Based on the literature of psychological empowerment at the individual and the team levels, this study develops the concept of supplier empowerment in the context of purchasing and supply management. Further, this study proposes a research model that explores the role of supplier empowerment as a cognitive concept in mediating the relationship between situational factors (a supplier's process modularity and the mutual trust with its customers/buyers) and the supplier's perceived performance in its operations and customer service. This model is tested with 208 responses from automotive industry suppliers. The findings highlight the importance of empowered suppliers in decreasing inventory levels and increasing order fulfillment performance.     

Framing charitable appeals: the effect of message framing and perceived susceptibility to the negative consequences of inaction on donation intention

An experiment was conducted to explore how potential donors' perceptions of their own susceptibility to the negative consequences of not making a donation may moderate the relative persuasiveness of gain‐framed and loss‐framed fundraising messages (defined by messages that highlight corresponding gains or losses as the result of making or not making donations to a charitable organization). It found that as participants' perceptions of their own susceptibility to the negative consequences of inaction increased, the loss‐framed message became more effective than the gain‐framed message in increasing donation intention. The relative persuasive advantage of the loss‐framed message was statistically significant among participants with higher levels of perceived susceptibility. The findings not only speak to the important role played by perceived susceptibility to the negative consequences of inaction in determining the relative persuasiveness of gain‐framed and loss‐framed fundraising campaigns but also provide the guidelines that practitioners can use when designing campaign messages. Copyright © 2015 John Wiley & Sons, Ltd.     

The empowerment expectation–perception gap: An examination of three alternative models

Previous empowerment research has focused on subordinate perceptions of empowering leadership and its outcomes. Met‐expectations theory suggests that subordinate expectations of leader behaviours are essential in forming their a posteriori evaluations. To address the lack of investigation of individual expectations in the empowerment literature, in this study, we explore how subordinates' empowerment expectations and perceptions combine to influence their job satisfaction and psychological empowerment based on three alternative, theoretically derived met‐expectation models, namely, the disconfirmation model, the ideal‐point model, and the experiences‐only model. The results of a 2‐stage study of 114 respondents indicate that employees are more satisfied with their work when perceived empowerment exceeds expectations. However, both empowerment perceptions and expectations positively contribute to higher psychological empowerment. We then discuss implications and directions for future research.     

Management turnover expectations: a variable to explain company readiness to engage in continuous management training

What makes companies give their support to Continuous Management Training (CMT) and why, on occasion, do they block its progress? If a company thinks its managers might leave in the near future, would there be reasons for it to provide continuous training of these professionals? Do companies interpret all likely resignations in the same way? We attempt to provide an answer to these questions, by analysing the behaviour of companies' vis-à-vis continuous management training in terms of their expectations of the appropriability of the benefits that stem from such training. Appropriability is in turn assessed with regard to firms' expectations that their managers will leave their organisation without it having had the chance to recover the outlay invested in training. The analysis of business behaviour also demands an understanding of how these turnover expectations are produced and, more specifically, of the variables on which turnover expectations depend or might depend. The empirical study we carried out with over 300 Spanish companies revealed that company projections for voluntary turnover of management employees are positively connected with earlier experiences of turnover, with markets prone to change, and with business risk situations, and negatively associated with developed social management networks, satisfied managers and their degree of specificity in relation to the company. Nevertheless, no significant relationship was observed between expected turnover and the intensity of continuous management training. In general, companies make their management training investment decisions independently of the overall turnover expectations they might have. Different causes might exist for this absence of a relationship, centred in particular on the need for management training and an associated sense of urgency, which takes precedence over the risk of not recovering the investment when the business decision is taken, and on the nature of the management turnover perceived by the company, which is more complex than a strictly economic one.     

The Impact of Human Resource Practices on Actual and Perceived Organizational Performance in a Middle Eastern Emerging Market

This is a study centered on the impact of the specific set of HRM practices on organizational performance (OP) within an emerging‐market setting. It seeks to explore which HR practices are most closely associated with better OP within the financial services industry in Jordan based on a survey of managers and the annual reports of the companies encompassed by the study. It was found that the only HR practice seen to consistently impact on OP was training; in other words, we did not encounter any recognizable “bundle” of HR practices that optimized OP across the sector. We argue that this reflects the weaker and more partially coupled nature of institutions in many emerging markets, which makes it difficult to generate the type of complementarities associated between regulation and practice in mature markets. It also reflects the limited transferability of perceived best practice models in the context of emerging‐market settings. Although belied by objective firm performance data, many respondents believed that it was not only training but also the extensive usage of extrinsic incentives (pay and promotion) that would translate into superior results. This highlights the limitations of relying on managerial reported performance data in exploring the consequences of specific HR practices. © 2015 Wiley Periodicals, Inc.     

Committed to the organization or the job? Effects of perceived HRM practices on employees' behavioral outcomes in the Japanese healthcare industry

This paper attempts to document how employees' perceptions of organizations' human resource management (HRM) practices influence their work behavior and outcomes, including the level of turnover intentions and job quality improvement, in a Japanese organizational and management context. In particular, an examination was made to clarify the mediating role of person–environment (P–E) fit and multiple aspects of work commitment to reach possible explanations of the relationships between perceived HRM practices and employees' behavioral outcomes, following recent work that studied the above linkages. The results of structural equation modeling using a sample of 1052 healthcare service employees in Japan provided basic support for the idea that the effects of HRM practices and employees' behavioral outcomes are neither direct nor unconditional. Moreover, employees' evaluations of their fit and commitment to their organizations were found to be the important mediators of the relationships between perceived HRM practices, while their evaluations of their fit to and involvement in their jobs were not. The findings are used to discuss why the specific forms of P–E fit and work commitment appear salient in Japanese organizations. The generalizability of the findings and the limitations of the study are discussed.     

You're from where? The influence of distance factors on New Zealand expatriates’ cross-cultural adjustment

This study empirically tests the influence of various distance factors on expatriate cross-cultural adjustment. Expatriate perceptions of home and host country differences, objective measures of distance and the accuracy of expatriate evaluations of host country distance were compared as predictors of expatriate adjustment difficulty in the host country. The results revealed that perceived distance, objective cultural distance and the expatriate's perceptual inaccuracy had a significant effect on expatriate adjustment difficulty for one's first assignment. However, on subsequent assignments all measures of distance were significant. Adjustment became more difficult as perceptual accuracy improved. The implications of these findings are discussed.     

Normal mixture GARCH(1,1): applications to exchange rate modelling

Some recent specifications for GARCH error processes explicitly assume a conditional variance that is generated by a mixture of normal components, albeit with some parameter restrictions. This paper analyses the general normal mixture GARCH(1,1) model which can capture time variation in both conditional skewness and kurtosis. A main focus of the paper is to provide evidence that, for modelling exchange rates, generalized two‐component normal mixture GARCH(1,1) models perform better than those with three or more components, and better than symmetric and skewed Student's t‐GARCH models. In addition to the extensive empirical results based on simulation and on historical data on three US dollar foreign exchange rates (British pound, euro and Japanese yen), we derive: expressions for the conditional and unconditional moments of all models; parameter conditions to ensure that the second and fourth conditional and unconditional moments are positive and finite; and analytic derivatives for the maximum likelihood estimation of the model parameters and standard errors of the estimates. Copyright © 2006 John Wiley & Sons, Ltd.     

基于工程流体力学的海洋类课程群建设关联性分析

课程群建设是应对培养计划实时更新的有效手段，而在课程群建设过程中的重点是分析课程之间的关联性。文中结合上海海洋大学海洋特色，以工程基础课程工程流体力学为元素，通过对课程内容的分析，探讨了与海洋科学相关专业、海洋工程相关专业以及与食品工程相关专业课程之间的关联关系，为海洋类课程群建设提供帮助与参考。     

I suppose you think that's funny! The role of humour in corporate learning events

This paper examines the uses of humour among participants in five bank training programmes in the UK. These programmes, run by the banks themselves, were studied using ethnographic methods and the observations reported here are based upon extensive field notes. The paper examines the ways in which participants deployed humour during these learning events and the role humour played in the management of their relations with their fellow learners and the course instructors. The course instructors' use of humour is also examined. It is argued that humour played a far from trivial role in the programmes studied. On the contrary, humour was vital to their maintenance as viable organizational practices. In conclusion it is suggested that the more systematic study of humour could make an important contribution to the understanding of the social realities of corporate training programmes.     

Are top human resource specialists 'strategic partners'? Self-perceptions of a corporate elite

Despite the existence of various large-scale surveys of human resource specialists, there has been little research focusing specifically on the top cohort of HR practitioners. In addition, the surveys offer little insight into the ambiguous, but important questions associated with the strategic management process in large, complex corporations. This article reports a study of the qualifications, work histories, role orientations and strategic contributions of the most senior HR specialists in the New Zealand business sector. These elite practitioners typically demonstrate a 'dual background' in specialist HR activities and line management, and strongly subscribe to Legge's notion of 'conformist innovation'. As in the United Kingdom, they tend to focus primarily on the management of managers and, to a lesser extent, the management of industrial relations. Their work is increasingly integrated with other spheres of the business such as quality management. Whether their contribution is regarded as 'strategic' depends on the model of strategic management that informs the question. This paper argues that the survey-based studies have inappropriately adopted 'outside-in' models of strategic management which privilege marketing notions and assume that 'formulation' is more strategic than 'implementation'. The work of these senior HR specialists is more fairly assessed under a conception of the strategic problem which balances external and internal concerns. Given the present realignment of strategy theory, the challenge facing these HR specialists is that of developing frameworks for corporate planning and performance analysis which attribute a more central role to the critical elements of HRM.     

The theory of met expectations applied to expatriate adjustment: the role of crosscultural training

This study will test two hypotheses to determine whether the formation of expectations (prior to the global assignment) affects expatriates' adjustment. This study utilized a sample of seventy-three expatriates who completed questionnaires approximately ten months after arriving in their host countries. All the expatriates had predeparture cross-cultural training, but the training varied in perceived relevance. The expatriates were assigned either to countries where their native language was spoken (e.g. Americans in the UK) or to countries where their native language was not spoken (e.g. Americans in France). The results of the mediated regression analysis suggest that the more tailored and relevant the pre-departure cross-cultural training, the more expectations were either met or positively exceeded. Analyses suggest that both cross-cultural training and the language spoken in the host country affect the accuracy of expatriates' expectations prior to the assignment - and that having accurate expectations, in turn, positively affects cross-cultural adjustment. The results from this study encourage organizations to develop programmes that will ensure their expatriates have realistic expectations prior to their global assignments (e.g. through tailored cross-cultural training).