an article by Jennifer C. Percival (University of Ontario Institute of Technology, Oshawa, Canada), Brian P. Cozzarin (University of Waterloo, Canada) and Steven D. Formaneck (American University in Cairo, New Cairo, Egypt) published in International Journal of Training and Development Volume 17 Issue 1 (March 2013)
Abstract
One of the central problems in managing technological change and maintaining a competitive advantage in business is improving the skills of the workforce through investment in human capital and a variety of training practices.
This paper explores the evidence on the impact of training investment on productivity in 14 Canadian industries from 1999 to 2005.
Our productivity analysis demonstrates that in 12 out of 14 industries, training had a positive effect on productivity.
However, when the analysis is put within a financial context, the return on investment was positive in only four industries.
Faced with negative rates of return, why should managers in most of the industries in the study promote investment in training? Probably the best explanation is that new technology requires an investment in training. The investment in training is necessary just for the firm to maintain its current labour productivity.
Employee turnover necessarily impedes the efficacy of training, because trained workers leave, and untrained workers arrive. Thus, training in this instance again is necessary just to maintain current labour productivity.
Showing posts with label employee_turnover. Show all posts
Showing posts with label employee_turnover. Show all posts
Wednesday, 6 March 2013
Wednesday, 4 July 2012
Escaping bullying: The simultaneous impact of individual and unit-level bullying on turnover intentions
an article by Marjan Houshmand, Jane O’Reilly, Sandra Robinson and Angela Wolff (University of British Columbia, Canada) published in Human Relations Volume 65 Number 7 (July 2012)
Abstract
In this study, we investigate the simultaneous impact of, and interaction between, being the direct target of bullying and working in an environment characterized by bullying upon employees’ turnover intentions.
Hierarchical linear modelling analysis of a sample of 41 hospital units and 357 nurses demonstrates that working in an environment characterized by bullying increases individual employees’ turnover intentions. Importantly, employees report similarly high turnover intentions when they are either the direct target of bullying or when they work in work units characterized by high bullying.
Results also suggest that the impact of unit-level bullying is stronger on those who are not often directly bullied themselves.
Hazel’s comment:
Interesting that it is colleagues rather than the “victim” who appear to be more affected by the bullying in terms of intending to leave the employment.
It could, of course, be that the atmosphere is so poisonous that those who have the strength to get out actually do so.
Abstract
In this study, we investigate the simultaneous impact of, and interaction between, being the direct target of bullying and working in an environment characterized by bullying upon employees’ turnover intentions.
Hierarchical linear modelling analysis of a sample of 41 hospital units and 357 nurses demonstrates that working in an environment characterized by bullying increases individual employees’ turnover intentions. Importantly, employees report similarly high turnover intentions when they are either the direct target of bullying or when they work in work units characterized by high bullying.
Results also suggest that the impact of unit-level bullying is stronger on those who are not often directly bullied themselves.
Hazel’s comment:
Interesting that it is colleagues rather than the “victim” who appear to be more affected by the bullying in terms of intending to leave the employment.
It could, of course, be that the atmosphere is so poisonous that those who have the strength to get out actually do so.
Subscribe to:
Posts (Atom)
