The Evolution of an Employee-Training Program

1991 ◽  
Vol 16 (4) ◽  
pp. 452-471
Author(s):  
Renate R. Mai-Dalton ◽  
F. Barry Barnes
Keyword(s):  
Training Program ◽  
Employee Training

An Employee Training Program in the Making

1946 ◽  
Vol 22 (5) ◽  
pp. 431-434 ◽  
Author(s):  
Bertha Biltz ◽  
Mary Agnes Pohl
Keyword(s):  
Training Program ◽  
Employee Training

Experience-oriented Safety Education in University, Which Utilized the Employee Training Program for Company

2004 ◽  
Vol 2004.5 (0) ◽  
pp. 427-428
Author(s):  
Keisuke YOSHIDA ◽  
Syuhei KUROKAWA ◽  
Yoshiaki MATSUEDA ◽  
Kiyotsugu SAKA
Keyword(s):  
Training Program ◽  
Employee Training ◽  
Safety Education

An Examination on the Effect of Prior Knowledge, Personal Goals, and Incentive in an Online Employee Training Program

2017 ◽  
Vol 29 (4) ◽  
pp. 35-46
Author(s):  
Shenghua Zha ◽  
Andrea Harpine Adams ◽  
Jamie Marie Calcagno-Roach ◽  
David A. Stringham
Keyword(s):  
Training Program ◽  
Prior Knowledge ◽  
Employee Training ◽  
Personal Goals

scholarly journals Open Badges for Employee Skill Tracking

2020 ◽  
Vol 11 (2) ◽  
pp. 1-8
Author(s):  
Kyle Clements ◽  
Sam Jackson ◽  
Richard E. West
Keyword(s):  
Training Program ◽  
Employee Training ◽  
Technical Skills ◽  
Learning System ◽  
Flexible Learning ◽  
Software Products ◽  
Competency Based ◽  
The Creation

This case explores the creation of an open badge student-employee training program. Utilizing competency-based learning, we created nearly 40 digital credentials for technical skills related to various software products. We specifically share the decisions we made related to the process of defining competencies, formatting badge criteria, and building a flexible learning system. We also discuss various challenges, including how we motivated employees to participate in the program and unforeseen challenges related to selecting a badge issuing tool. 

scholarly journals How to empower employees: using training to enhance work units’ collective empowerment

2015 ◽  
Vol 36 (3) ◽  
pp. 354-373 ◽  
Author(s):  
Christian Voegtlin ◽  
Stephan A. Boehm ◽  
Heike Bruch
Keyword(s):  
Training Program ◽  
Positive Relationship ◽  
Employee Training ◽  
Levels Of Analysis ◽  
Content Type ◽  
Before And After ◽  
Work Units ◽  
Collective Empowerment ◽  
The Relationship ◽  
Practical Implications

Purpose – The purpose of this paper is to examine, theoretically and empirically, whether an employee training program can enhance the collective perception of empowerment of work units within an organization. The authors hypothesized that training participation relates to empowerment by enhancing the potency, meaningfulness, impact, and autonomy of the employees. Design/methodology/approach – The authors collected data at two time points, before and after the training intervention. Over the two periods, the sample consisted of an average of 2,383 employees nested in 36 work units of a large multinational company. Findings – The results indicated a positive relationship between training participation and increased levels of collective psychological empowerment, with differential effects on the dimensions of empowerment. Practical implications – This study provides evidence of the positive relationship between training and empowerment, suggesting training effects across levels of analysis. The results indicated dimensions of empowerment that are more and such that are less prone to training. Such knowledge may help to inform organizations in developing training strategies. The authors provide recommendations for a respective training program. Originality/value – This is one of the first studies to investigate the relationship between training participation of individual employees and shared empowerment perceptions within their work units, adding an important antecedent to the research on empowerment. In addition, the authors propose ways of how individual employees can affect shared perceptions among work-unit members. The study offers insights into the development of empowered work units, the vertical transfer of training across levels of analysis and implications for training programs.

The Paradox of Training Metrics

2017 ◽  
pp. 1-14
Author(s):  
Anamika Sinha ◽  
Biju Varkkey
Keyword(s):  
Training Program ◽  
Employee Engagement ◽  
Belief System ◽  
Employee Training ◽  
Tubes And Pipes ◽  
Steel Tubes ◽  
Manufacturing Firm ◽  
Blended Training ◽  
A Company ◽  
Different Levels

The case discusses issues in the process of professionalising a family-owned manufacturing firm in the steel tubes and pipes industry. Set during 2008-2012, the case highlights the increased competition and the consequent growth in the sector that drives the need for professionalisation. In order to remain competitively relevant, the owners, who were followers of Jainism, had realised that in their business, all other things being equal, a company with trained and engaged manpower had an advantage in the market and over competition. With this thought, the firm initiated a blended training program. While mapping the activities related to employee training with outcomes at different levels, it found that though the reported Return on Training Investment (ROTI) was good, the company was losing out on intangible factors such as employee engagement and the belief system that had traditionally held employees together. Current practices had to change, thereby leading existing members to lose the belief they held in the company. The turn of events put both the owners and the HR department in a dilemma over the entire transformation initiative.

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