This document summarizes a study that investigated the determinants of training and development practices in small and medium manufacturing enterprises (SMEs) in Japan. The study found that the attitude of the owner/manager and level of organizational support for training were the key determinants of training intensity in Japanese SMEs. The document provides background on SMEs and training in Japan, reviews literature on factors that influence training practices in SMEs, and presents the conceptual framework and hypotheses that guided the study. These included hypotheses that firm size and age are positively related to training intensity, and that ownership structure may impact training practices.
This document summarizes a study that examines the impact of human resource development (HRD) practices on business performance in small and medium manufacturing enterprises (SMEs) in Japan. It conducted a survey of 105 SMEs in Aichi Prefecture, Japan, asking about their use of 8 HRD practices over the past 3 years and their perceptions of operational and financial performance over that period. The results found a strong relationship between HRD practices like workforce training and increased skills/motivation, which led to improved operational performance and indirectly improved financial performance. There was also evidence of a direct relationship between HRD and improved financial performance in Japanese SMEs.
Innovative Human Resource Practices in Indian Banks: A Study from HR Manager’...Dr. Amarjeet Singh
Banking sector is one of the vital financial pillars of
Indian economy is one of the indispensable money related
mainstays of Indian economy. The progression approach has
influenced the intensity of banks because of the worldwide
weights coming about into mix of Human Resource The
board with business approaches. The review by Boston
Consulting Group (BCG) and Indian Bank's Affiliation
(IBA) report that the Indian keeping money industry will
confront two up and coming difficulties that is an monetarily
feasible answer for monetary consideration and HR structure
in next multi decade. While the main test requests bizarre
advancement and experimentation, the second undermines to
injure the capacity of the biggest fragment of the saving
money industry from having the capacity to advance and
remain aggressive. The special complexities of people in
general division make traditional HR arrangements
ineffectual. The activities like "Pradhan Mantri Jan-Dhan
Yojana" by the Honorable Prime Minister of India, banks
commitment in the budgetary incorporation has helped up,
however the representative's desires from the business have
additionally emerged. This requires a need to advance the
prior HR practices of the banks with the goal that the
representative profitability can be improved. This paper
intends to give an understanding to such advancements,
identified with Human Resource Management with the
assistance of a essential investigation dependent on the
perspectives of HR chiefs of six diverse Indian banks both
from open and private segment. These creative HRM
rehearses have been recorded under seven distinct heads of
HRM to be specific enlistment and determination, preparing
and advancement, execution the executives, pay the
executives, profession improvement, worker inspiration and
representative security. A couple of the prior examinations
have likewise been eluded for the last ends. The dimension of
usage of these advancements may not be tasteful, yet the
usage has been begun and the positive outcomes in the
profitability will make these banks feel how essential these
are for their development. It has been discovered that
intermingling of practices of new and imaginative HR regions
will profit the banks to wind up progressively aggressive.
This document discusses the importance of human resources in modern business and the role of HR. It explains that HR ensures a productive work environment by implementing strategies and practices to effectively manage employees. These include recruitment, training, performance management, and creating policies. The document also outlines the importance of companies being equal opportunity employers. It states that providing equal opportunity and a discrimination-free workplace increases employee motivation, satisfaction, and loyalty, which benefits the organization.
This document discusses managing human capital through merit pay plans. It begins with an executive summary that outlines the purpose of examining factors influencing merit pay plans and debates arguments for and against them. It then provides sections on reward structures, performance appraisal, compensation/benefits, legal considerations, examples of merit pay plans in practice, and guidelines for establishing successful merit pay plans. While merit pay can positively motivate performance, the document notes it is difficult to objectively measure and evaluate merit, and performance evaluations may differ between management and employees. Overall guidelines and considerations are provided, but it concludes there is insufficient evidence to determine if merit pay definitively enhances performance.
Exploring human resource management practices in small and medium sized enter...IAEME Publication
This document summarizes a research paper that explores human resource management (HRM) practices in small and medium enterprises (SMEs) in Bangalore and Mysore, India. The paper reviews literature on HRM practices in SMEs and finds recruitment is informal through personal networks and training is limited. A pilot study tested a questionnaire on HRM practices including recruitment, training, compensation, performance appraisal and welfare measures. The study found the questionnaire to have acceptable internal consistency above 0.7.
managing human capital(MHC) mba 2 semesterSuzan Maharzan
This document discusses managing human capital and outlines several key points:
1. It defines human capital as the collective skills, knowledge, and expertise of employees that contributes to organizational productivity. Managing human capital involves treating employees as assets and investing in them.
2. Some challenges to managing human capital include globalization, workforce diversity, technological advances, and changing political/legal environments. HR strategies like task force, development, turnover, and paternalistic strategies can help address these challenges.
3. Best practices for managing human capital involve recruitment/selection, training, performance management, reward systems, and career development. The document discusses these practices and compares best practice and best fit approaches to human resource management.
This document provides information about a project submitted by two students, Mohit Gupta and Saurabh Malhotra, to their professor Ms. Parul Jhajharia. The project focuses on the Punjab National Bank and covers topics like human resource management, strategic human resource management, the role of HR practitioners, the heritage and profile of the bank, and its vision and mission. The document also discusses the impact of recession on Punjab National Bank, noting that it has been minimal as the bank is government run and there have been no salary cuts.
This document discusses various training methods and how to select the appropriate methods for a training program. It describes how training can improve performance by increasing an individual's aerobic ceiling and making their muscles more tolerant to stress. The key factors discussed are training intensity, duration, and frequency. It explains that most people see optimal results from training 3 times per week. A variety of training methods are described, including aerobic, anaerobic, weight/resistance, plyometric, circuit and interval training, and that an effective program usually includes a balance of aerobic and anaerobic exercises tailored to the demands of the individual's sport.
This document summarizes a study that examines the impact of human resource development (HRD) practices on business performance in small and medium manufacturing enterprises (SMEs) in Japan. It conducted a survey of 105 SMEs in Aichi Prefecture, Japan, asking about their use of 8 HRD practices over the past 3 years and their perceptions of operational and financial performance over that period. The results found a strong relationship between HRD practices like workforce training and increased skills/motivation, which led to improved operational performance and indirectly improved financial performance. There was also evidence of a direct relationship between HRD and improved financial performance in Japanese SMEs.
Innovative Human Resource Practices in Indian Banks: A Study from HR Manager’...Dr. Amarjeet Singh
Banking sector is one of the vital financial pillars of
Indian economy is one of the indispensable money related
mainstays of Indian economy. The progression approach has
influenced the intensity of banks because of the worldwide
weights coming about into mix of Human Resource The
board with business approaches. The review by Boston
Consulting Group (BCG) and Indian Bank's Affiliation
(IBA) report that the Indian keeping money industry will
confront two up and coming difficulties that is an monetarily
feasible answer for monetary consideration and HR structure
in next multi decade. While the main test requests bizarre
advancement and experimentation, the second undermines to
injure the capacity of the biggest fragment of the saving
money industry from having the capacity to advance and
remain aggressive. The special complexities of people in
general division make traditional HR arrangements
ineffectual. The activities like "Pradhan Mantri Jan-Dhan
Yojana" by the Honorable Prime Minister of India, banks
commitment in the budgetary incorporation has helped up,
however the representative's desires from the business have
additionally emerged. This requires a need to advance the
prior HR practices of the banks with the goal that the
representative profitability can be improved. This paper
intends to give an understanding to such advancements,
identified with Human Resource Management with the
assistance of a essential investigation dependent on the
perspectives of HR chiefs of six diverse Indian banks both
from open and private segment. These creative HRM
rehearses have been recorded under seven distinct heads of
HRM to be specific enlistment and determination, preparing
and advancement, execution the executives, pay the
executives, profession improvement, worker inspiration and
representative security. A couple of the prior examinations
have likewise been eluded for the last ends. The dimension of
usage of these advancements may not be tasteful, yet the
usage has been begun and the positive outcomes in the
profitability will make these banks feel how essential these
are for their development. It has been discovered that
intermingling of practices of new and imaginative HR regions
will profit the banks to wind up progressively aggressive.
This document discusses the importance of human resources in modern business and the role of HR. It explains that HR ensures a productive work environment by implementing strategies and practices to effectively manage employees. These include recruitment, training, performance management, and creating policies. The document also outlines the importance of companies being equal opportunity employers. It states that providing equal opportunity and a discrimination-free workplace increases employee motivation, satisfaction, and loyalty, which benefits the organization.
This document discusses managing human capital through merit pay plans. It begins with an executive summary that outlines the purpose of examining factors influencing merit pay plans and debates arguments for and against them. It then provides sections on reward structures, performance appraisal, compensation/benefits, legal considerations, examples of merit pay plans in practice, and guidelines for establishing successful merit pay plans. While merit pay can positively motivate performance, the document notes it is difficult to objectively measure and evaluate merit, and performance evaluations may differ between management and employees. Overall guidelines and considerations are provided, but it concludes there is insufficient evidence to determine if merit pay definitively enhances performance.
Exploring human resource management practices in small and medium sized enter...IAEME Publication
This document summarizes a research paper that explores human resource management (HRM) practices in small and medium enterprises (SMEs) in Bangalore and Mysore, India. The paper reviews literature on HRM practices in SMEs and finds recruitment is informal through personal networks and training is limited. A pilot study tested a questionnaire on HRM practices including recruitment, training, compensation, performance appraisal and welfare measures. The study found the questionnaire to have acceptable internal consistency above 0.7.
managing human capital(MHC) mba 2 semesterSuzan Maharzan
This document discusses managing human capital and outlines several key points:
1. It defines human capital as the collective skills, knowledge, and expertise of employees that contributes to organizational productivity. Managing human capital involves treating employees as assets and investing in them.
2. Some challenges to managing human capital include globalization, workforce diversity, technological advances, and changing political/legal environments. HR strategies like task force, development, turnover, and paternalistic strategies can help address these challenges.
3. Best practices for managing human capital involve recruitment/selection, training, performance management, reward systems, and career development. The document discusses these practices and compares best practice and best fit approaches to human resource management.
This document provides information about a project submitted by two students, Mohit Gupta and Saurabh Malhotra, to their professor Ms. Parul Jhajharia. The project focuses on the Punjab National Bank and covers topics like human resource management, strategic human resource management, the role of HR practitioners, the heritage and profile of the bank, and its vision and mission. The document also discusses the impact of recession on Punjab National Bank, noting that it has been minimal as the bank is government run and there have been no salary cuts.
This document discusses various training methods and how to select the appropriate methods for a training program. It describes how training can improve performance by increasing an individual's aerobic ceiling and making their muscles more tolerant to stress. The key factors discussed are training intensity, duration, and frequency. It explains that most people see optimal results from training 3 times per week. A variety of training methods are described, including aerobic, anaerobic, weight/resistance, plyometric, circuit and interval training, and that an effective program usually includes a balance of aerobic and anaerobic exercises tailored to the demands of the individual's sport.
HUMAN RESOURCE MANAGEMENT CHALLENGES AND TECHNIQUES TO OVERCOME THEMIJMR Journal
This paper analysis the various challenges which are emerging in the field of HRM. The managers today face a whole new array of changes like globalization, technological advances and changes in political and legal environment changes in Information technology. This has lead to a paradigm shift in the of roles professional personnel. The great challenge of HRM is to attract, retain and nurture talented employees. This paper also analysis how to overcome with these challenges. These challenges can overcome through cross cultural training, technological and informational training of HR people and motivation of employees through various techniques.
KEY-WORDS: HRM techniques, environment changes, organisational climate, performance standards.
OBJECTIVE OF PAPER- To study the details of emerging challenges To find out the various methods and techniques through which HR can overcome the challenges of present business scenario
METHODOLOGY- All data is secondary collected from books, notes.
Role of human resource development in public sectorJyotsna Gupta
This document discusses human resource development (HRD) in the public sector. It provides context on the evolution of HRD and outlines some key areas where gains have been made as well as continuing problems. It then discusses the major roles and tools of HRD, including performance appraisal, career planning, training, potential appraisal and development, rewards, and organization development. Finally, it presents a conceptual model for a revised HRD strategy with four pillars focusing on capacity development, organizational support, knowledge management, and an enabling environment and governance.
Importance of Human Resource Management in 21st Century12inch
Human beings are the most important resource of an organization. These are the people who plan all the activities and then they carry on all the activities. And managing human beings is the toughest duty of the manager as no two persons are alike. Every individual has separate values, aspirations, motivations, assumptions, goals, etc. Today we are discuses about Importance of human resource management in 21st century
This document discusses the importance of strategic human resource management (SHRM) in expanding drivers of team learning. It begins with an abstract that outlines how SHRM provides avenues to promote team learning but its significance in expanding team learning has not been fully emphasized. The document then reviews literature on SHRM and its importance in nurturing team learning behavior among diverse workforces to develop learning organizations and sustain knowledgeable employees. Finally, it discusses how SHRM practices can help develop learning organizations by retaining emotionally intelligent knowledge workers and fostering team learning and effectiveness.
Roadmap from Transactional to Transformational - pramod patilPramod Patil
The document discusses the transformation of human resource management from transactional to strategic. It outlines five phases: 1) the early 1900s focus on supervision and punishment; 2) scientific management in the early 20th century emphasizing output; 3) the human relations approach from the 1930s-1950s focusing on employee satisfaction; 4) treating people as human resources rather than production factors from the 1970s; 5) the current strategic human resource management approach integrating HR with other business functions. Emerging markets are driving changes in demographics and talent trends, requiring HR to develop talent strategies as the default strategy and implement them across functions to create a talent-focused organization.
Emerging trends of human resource managementmanasageetu
This document discusses emerging trends in human resource management, with a focus on the information technology industry. It describes how HR has evolved from a welfare function to a strategic business partner. Some key trends in the IT industry include using online recruitment systems to attract talent and managing a diverse workforce from different cultures. The liberalization of India's economy in the 1990s led to changes in how HR managed cross-cultural teams and global mobility of workers. Today, attracting, developing, engaging and retaining knowledge professionals is critical for IT companies due to opportunities in the market and shortage of talent.
The Effectiveness of Human Resource Management PracticesWaqas Tariq
An effective human resource management practices namely employee empowerment, training and development, appraisal system compensation are the main factor for the success of a firm on employee retention. In this study, we aim to study how employees regard importance of their empowerment, equity of compensation, job design through training and expectancy toward effective performance management on their retention. Quantitative data was collected using the non probability self administered questionnaire that consist of questions with 5-points Likert scales distributed to our samples of 278 individuals. By using a multiple regression analysis, it is found that a, training and development, appraisal system compensation are significant to employee retention except employee empowerment. Base on the results, training, compensation and appraisal is a fundamental consideration for University of Y lecturers¡¯ retention decision; while empowerment is less fundamental to lecturers¡¯ consideration as this can be attributed to the Asian culture characteristic of higher authority conformity.
As the modern businesses faces pressure of competition and globalization, the roles and responsibilities of Human Resources managers has transformed completely (Storey, 1999). The long-term demand of the HR manager has increased significantly, however the global supply of talent is becoming very short. In this competitive market place for labor and product, the major challenge or gap is the problem of manpower everywhere (Deb, 2006). Now each and every organization, in order to succeed in the market is in great need to place more emphasis on human resource managers (The strategic importance of human resource development, 2004). This is because of the fact that they are playing a strategic role in this contemporary business world. In this changing global labor market conditions, HR managers along with the firms should be able to adapt their human resource practices accordingly. Here, in this research report the strategic role of Human Resource Manager for the success of the organization is being reflected by taking a case Hotel Holly House (Kapur, n.d).
The document is a cover sheet and table of contents for a 14 page assignment on developing a strategic human resources plan for Jameson Irish Whiskey to enter the Chinese market over the next two years. It provides background on Jameson as the top selling Irish whiskey in the world and outlines that China is a rapidly growing market for alcohol. The strategic HR plan will address strategic resourcing, reward management, performance management, and learning and development to recruit and retain qualified employees in China, where there is a lack of talent meeting foreign companies' needs. The best fit HRM model will be applied to the Chinese market context.
This document provides an overview of strategic human resource management for two large retail organizations, Tesco and Walmart. It discusses the importance of SHRM and how it contributes to organizational objectives. The document also outlines how to develop an HR plan, including identifying business factors, requirements, and developing a five-step process. Finally, it discusses the purpose of HR policies and how they help meet regulatory requirements and organizational culture.
The document discusses new trends in human resource management (HRM). It covers a variety of topics influencing HRM, including technological changes, economic and political challenges, an aging workforce, skill deficiencies, and changes in the employment relationship. HR must deal with issues like globalization, outsourcing, mergers and acquisitions, and reengineering. The role of HR is shifting from administrative to more strategic. HR needs to anticipate challenges and support organizational strategy.
This document discusses the emerging challenges in human resource management (HRM). It identifies several key challenges facing HRM professionals, including globalization, workforce diversity, technological advances, changes in the political and legal environment, changes in the economic environment, and increased mobility of professional personnel. The document then discusses various methods that HRM can use to overcome these challenges, such as cross-cultural training, technological and information training for HR staff, motivating employees through both financial and non-financial means, and implementing proper performance evaluation and career development systems.
This document summarizes a research article from the International Journal of Management that analyzes human resource management practices in the IT sector. The article discusses strategic human resource management and how aligning HR practices with business strategy can help achieve organizational goals. It also covers literature on topics like talent management, training, compensation, and outsourcing human resources functions. The purpose of the study is to examine how retention-oriented compensation and formalized training relate to organizational citizenship behaviors in companies.
Impact of human resources management practices on turnover, productivity and ...Alexander Decker
The document discusses a study on the impact of human resource management (HRM) practices on employee turnover, productivity, and corporate financial performance. The study was conducted through a survey of 145 respondents. The major findings were: 1) key HRM practices that positively impact these areas include establishing a clear organizational vision/mission, implementing a performance management system, and establishing competitive benefit/compensation programs; 2) effective HRM practices can reduce employee turnover by increasing corporate loyalty and reducing absenteeism and job stress; 3) HRM practices like setting clear goals and reducing rework/scrap can improve productivity. The study concludes that adopting best HRM practices is important for organizations to optimize human capital management.
Human resource development in Public Sector pptJyotsna Gupta
This document discusses the role of human resource development (HRD) in the public sector in India. It provides background on the definition of HRD and its importance for organizational growth, developing employee potential, and improving work culture. The document then outlines some major HRD mechanisms like performance appraisal, career planning, training, potential appraisal, rewards, and welfare programs. It also discusses some issues in public sector HRD and how the field has evolved from the 1970s-1980s to the present day.
Assess the purpose of strategic human resource management activities in an organisation & evaluate the contribution of strategic human resource management to the achievement of an organization’s objectives
Be able to develop human resource plans for an organisation
Critically evaluate how a human resources plan can contribute to meeting an organization's objectives
Understand human resources policy requirements in an organisation
Explain the purpose of human resource management policies in organisations
Determining the relationship between information technology and leadership styleAlexander Decker
The document examines the relationship between information technology and leadership style at the Navy Research Institute of Bandar Anzali in northern Iran. It analyzes data collected through questionnaires using statistical analysis software. The analysis finds a meaningful relationship between participative leadership style and information technology that supports strategic decision making, as well as between despotic leadership style and such information technology. The document concludes there is a direct relationship between information technology application and participative leadership style, but a despotic style limits information technology use.
This document discusses a study on the relationship between employee motivation and organizational performance in multinational companies in Nigeria, using Cadbury Nigeria PLC as a case study. The study found that Cadbury Nigeria provided adequate motivation to employees and saw improvements in employee productivity and organizational performance. There was a positive correlation found between employee productivity and motivation programs. The document provides background context on theories of human resource management, performance management, high performance work systems, and the requirements of an effective motivational system. Senior managers are advised to continuously improve motivational programs as a core part of enhancing employee productivity.
This document provides an overview of key topics in human resources management including definitions, recruitment and selection, interviews, training, performance evaluation, occupational health and safety, and pension schemes. It begins with an introduction to human resources management and its evolution from scientific management to modern behavioral approaches. The roles and duties of human resources personnel are discussed. Common terms are defined and the processes of recruitment, selection, and interviews are described. Methods of training, performance evaluation, job evaluation, and ensuring occupational health and safety are also outlined.
Chapter 1. Fundamental Human resource Management abuun1
This document discusses 6 key challenges facing human resources management: 1) responding strategically to competitive changes, 2) competing, recruiting, and staffing globally, 3) setting and achieving corporate social responsibility and sustainability goals, 4) advancing HRM with technology, 5) containing costs while retaining top talent and maximizing productivity, and 6) leveraging diversity. It provides examples and explanations of each challenge and how HR managers can address issues like globalization, technology changes, cost containment, and diversity.
HUMAN RESOURCE MANAGEMENT CHALLENGES AND TECHNIQUES TO OVERCOME THEMIJMR Journal
This paper analysis the various challenges which are emerging in the field of HRM. The managers today face a whole new array of changes like globalization, technological advances and changes in political and legal environment changes in Information technology. This has lead to a paradigm shift in the of roles professional personnel. The great challenge of HRM is to attract, retain and nurture talented employees. This paper also analysis how to overcome with these challenges. These challenges can overcome through cross cultural training, technological and informational training of HR people and motivation of employees through various techniques.
KEY-WORDS: HRM techniques, environment changes, organisational climate, performance standards.
OBJECTIVE OF PAPER- To study the details of emerging challenges To find out the various methods and techniques through which HR can overcome the challenges of present business scenario
METHODOLOGY- All data is secondary collected from books, notes.
Role of human resource development in public sectorJyotsna Gupta
This document discusses human resource development (HRD) in the public sector. It provides context on the evolution of HRD and outlines some key areas where gains have been made as well as continuing problems. It then discusses the major roles and tools of HRD, including performance appraisal, career planning, training, potential appraisal and development, rewards, and organization development. Finally, it presents a conceptual model for a revised HRD strategy with four pillars focusing on capacity development, organizational support, knowledge management, and an enabling environment and governance.
Importance of Human Resource Management in 21st Century12inch
Human beings are the most important resource of an organization. These are the people who plan all the activities and then they carry on all the activities. And managing human beings is the toughest duty of the manager as no two persons are alike. Every individual has separate values, aspirations, motivations, assumptions, goals, etc. Today we are discuses about Importance of human resource management in 21st century
This document discusses the importance of strategic human resource management (SHRM) in expanding drivers of team learning. It begins with an abstract that outlines how SHRM provides avenues to promote team learning but its significance in expanding team learning has not been fully emphasized. The document then reviews literature on SHRM and its importance in nurturing team learning behavior among diverse workforces to develop learning organizations and sustain knowledgeable employees. Finally, it discusses how SHRM practices can help develop learning organizations by retaining emotionally intelligent knowledge workers and fostering team learning and effectiveness.
Roadmap from Transactional to Transformational - pramod patilPramod Patil
The document discusses the transformation of human resource management from transactional to strategic. It outlines five phases: 1) the early 1900s focus on supervision and punishment; 2) scientific management in the early 20th century emphasizing output; 3) the human relations approach from the 1930s-1950s focusing on employee satisfaction; 4) treating people as human resources rather than production factors from the 1970s; 5) the current strategic human resource management approach integrating HR with other business functions. Emerging markets are driving changes in demographics and talent trends, requiring HR to develop talent strategies as the default strategy and implement them across functions to create a talent-focused organization.
Emerging trends of human resource managementmanasageetu
This document discusses emerging trends in human resource management, with a focus on the information technology industry. It describes how HR has evolved from a welfare function to a strategic business partner. Some key trends in the IT industry include using online recruitment systems to attract talent and managing a diverse workforce from different cultures. The liberalization of India's economy in the 1990s led to changes in how HR managed cross-cultural teams and global mobility of workers. Today, attracting, developing, engaging and retaining knowledge professionals is critical for IT companies due to opportunities in the market and shortage of talent.
The Effectiveness of Human Resource Management PracticesWaqas Tariq
An effective human resource management practices namely employee empowerment, training and development, appraisal system compensation are the main factor for the success of a firm on employee retention. In this study, we aim to study how employees regard importance of their empowerment, equity of compensation, job design through training and expectancy toward effective performance management on their retention. Quantitative data was collected using the non probability self administered questionnaire that consist of questions with 5-points Likert scales distributed to our samples of 278 individuals. By using a multiple regression analysis, it is found that a, training and development, appraisal system compensation are significant to employee retention except employee empowerment. Base on the results, training, compensation and appraisal is a fundamental consideration for University of Y lecturers¡¯ retention decision; while empowerment is less fundamental to lecturers¡¯ consideration as this can be attributed to the Asian culture characteristic of higher authority conformity.
As the modern businesses faces pressure of competition and globalization, the roles and responsibilities of Human Resources managers has transformed completely (Storey, 1999). The long-term demand of the HR manager has increased significantly, however the global supply of talent is becoming very short. In this competitive market place for labor and product, the major challenge or gap is the problem of manpower everywhere (Deb, 2006). Now each and every organization, in order to succeed in the market is in great need to place more emphasis on human resource managers (The strategic importance of human resource development, 2004). This is because of the fact that they are playing a strategic role in this contemporary business world. In this changing global labor market conditions, HR managers along with the firms should be able to adapt their human resource practices accordingly. Here, in this research report the strategic role of Human Resource Manager for the success of the organization is being reflected by taking a case Hotel Holly House (Kapur, n.d).
The document is a cover sheet and table of contents for a 14 page assignment on developing a strategic human resources plan for Jameson Irish Whiskey to enter the Chinese market over the next two years. It provides background on Jameson as the top selling Irish whiskey in the world and outlines that China is a rapidly growing market for alcohol. The strategic HR plan will address strategic resourcing, reward management, performance management, and learning and development to recruit and retain qualified employees in China, where there is a lack of talent meeting foreign companies' needs. The best fit HRM model will be applied to the Chinese market context.
This document provides an overview of strategic human resource management for two large retail organizations, Tesco and Walmart. It discusses the importance of SHRM and how it contributes to organizational objectives. The document also outlines how to develop an HR plan, including identifying business factors, requirements, and developing a five-step process. Finally, it discusses the purpose of HR policies and how they help meet regulatory requirements and organizational culture.
The document discusses new trends in human resource management (HRM). It covers a variety of topics influencing HRM, including technological changes, economic and political challenges, an aging workforce, skill deficiencies, and changes in the employment relationship. HR must deal with issues like globalization, outsourcing, mergers and acquisitions, and reengineering. The role of HR is shifting from administrative to more strategic. HR needs to anticipate challenges and support organizational strategy.
This document discusses the emerging challenges in human resource management (HRM). It identifies several key challenges facing HRM professionals, including globalization, workforce diversity, technological advances, changes in the political and legal environment, changes in the economic environment, and increased mobility of professional personnel. The document then discusses various methods that HRM can use to overcome these challenges, such as cross-cultural training, technological and information training for HR staff, motivating employees through both financial and non-financial means, and implementing proper performance evaluation and career development systems.
This document summarizes a research article from the International Journal of Management that analyzes human resource management practices in the IT sector. The article discusses strategic human resource management and how aligning HR practices with business strategy can help achieve organizational goals. It also covers literature on topics like talent management, training, compensation, and outsourcing human resources functions. The purpose of the study is to examine how retention-oriented compensation and formalized training relate to organizational citizenship behaviors in companies.
Impact of human resources management practices on turnover, productivity and ...Alexander Decker
The document discusses a study on the impact of human resource management (HRM) practices on employee turnover, productivity, and corporate financial performance. The study was conducted through a survey of 145 respondents. The major findings were: 1) key HRM practices that positively impact these areas include establishing a clear organizational vision/mission, implementing a performance management system, and establishing competitive benefit/compensation programs; 2) effective HRM practices can reduce employee turnover by increasing corporate loyalty and reducing absenteeism and job stress; 3) HRM practices like setting clear goals and reducing rework/scrap can improve productivity. The study concludes that adopting best HRM practices is important for organizations to optimize human capital management.
Human resource development in Public Sector pptJyotsna Gupta
This document discusses the role of human resource development (HRD) in the public sector in India. It provides background on the definition of HRD and its importance for organizational growth, developing employee potential, and improving work culture. The document then outlines some major HRD mechanisms like performance appraisal, career planning, training, potential appraisal, rewards, and welfare programs. It also discusses some issues in public sector HRD and how the field has evolved from the 1970s-1980s to the present day.
Assess the purpose of strategic human resource management activities in an organisation & evaluate the contribution of strategic human resource management to the achievement of an organization’s objectives
Be able to develop human resource plans for an organisation
Critically evaluate how a human resources plan can contribute to meeting an organization's objectives
Understand human resources policy requirements in an organisation
Explain the purpose of human resource management policies in organisations
Determining the relationship between information technology and leadership styleAlexander Decker
The document examines the relationship between information technology and leadership style at the Navy Research Institute of Bandar Anzali in northern Iran. It analyzes data collected through questionnaires using statistical analysis software. The analysis finds a meaningful relationship between participative leadership style and information technology that supports strategic decision making, as well as between despotic leadership style and such information technology. The document concludes there is a direct relationship between information technology application and participative leadership style, but a despotic style limits information technology use.
This document discusses a study on the relationship between employee motivation and organizational performance in multinational companies in Nigeria, using Cadbury Nigeria PLC as a case study. The study found that Cadbury Nigeria provided adequate motivation to employees and saw improvements in employee productivity and organizational performance. There was a positive correlation found between employee productivity and motivation programs. The document provides background context on theories of human resource management, performance management, high performance work systems, and the requirements of an effective motivational system. Senior managers are advised to continuously improve motivational programs as a core part of enhancing employee productivity.
This document provides an overview of key topics in human resources management including definitions, recruitment and selection, interviews, training, performance evaluation, occupational health and safety, and pension schemes. It begins with an introduction to human resources management and its evolution from scientific management to modern behavioral approaches. The roles and duties of human resources personnel are discussed. Common terms are defined and the processes of recruitment, selection, and interviews are described. Methods of training, performance evaluation, job evaluation, and ensuring occupational health and safety are also outlined.
Chapter 1. Fundamental Human resource Management abuun1
This document discusses 6 key challenges facing human resources management: 1) responding strategically to competitive changes, 2) competing, recruiting, and staffing globally, 3) setting and achieving corporate social responsibility and sustainability goals, 4) advancing HRM with technology, 5) containing costs while retaining top talent and maximizing productivity, and 6) leveraging diversity. It provides examples and explanations of each challenge and how HR managers can address issues like globalization, technology changes, cost containment, and diversity.
- NCDEX futures contracts for chana, jeera, dhaniya, soybean, refined soy oil, and castor seed declined on Tuesday.
- Technical indicators show chana futures may reverse and rise due to divergence in momentum signals. Coriander futures are expected to see short-covering support. Soybean and castor seed futures are forecast to continue declining.
- The daily market update lists closing prices and net changes for various agricultural commodity futures contracts. Most contracts lost 1-2.5% on the day.
Recruiting requires gathering deep information on candidates like an episode of NCIS. When things get busy, recruiters should seek help from senior staff to understand hiring needs. Recruiters must be upfront with candidates and work with others for the benefit of members, giving their best effort through intelligent risk-taking while having fun and learning from mistakes.
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EXPLORING HUMAN RESOURCE MANAGEMENT PRACTICES IN SMALL AND MEDIUM SIZED ENTER...IAEME Publication
Human resource is required for an organization to conduct different business activities. Without the support of human resource the organization cannot exist or operate effectively. Success of any organization depends on the effective
use of human resources. This is true in the case of small industry where the owners have a close and more personal
association with their employees. Human resource management includes different practices such as Recruitment and Selection, Training and Development, Compensation and Rewards, Performance Appraisal and Welfare Measures. The
small and medium sector has emerged as a dynamic and vibrant sector of the Indian economy.
This document is the table of contents for volume 15, number 4 of the July 2015 issue of the International Journal of Computer Science and Business Informatics. It lists three articles included in this issue:
1. An article on the impact of human capital development on the managerial workforce of small and medium enterprises (SMEs) in Sabah, Malaysia.
2. A survey article on mobile cloud computing that discusses the advantages, challenges, and approaches to mobile cloud computing.
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The document provides the titles, authors, and page numbers for each of the three articles in this issue of the journal. It identifies
People Capability Maturity Model (P-CMM) Facing the Key HR Challenges of MSME...JIANGUANGLUNG DANGMEI
Micro Small and Medium Enterprises (MSME) have a significant role in the growth of Indian economy and contribute to generating employment especially in the rural areas. But, the performances of the MSME in the globalization period have not been satisfactory as the number of sick MSME is increasing year by year. The MSME in India now face a tough competition from large industries and are not adequately equipped to compete
with the global players. There are many challenges in the MSME of India and HR practices are one of the major
problems. Many industries claimed that the P-CMM is a strategy for transforming an organization in the modern
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important of P-CMM and its relevant applications to solve the HR problems faced by the MSME of India.
The Effect of Mentoring on Employee Performance of Selected Small and Medium ...AJHSSR Journal
ABSTRACT : The study sought to establish the effect of mentoring on employee performance of selected
small and medium scale enterprises in Lagos State, Nigeria. Despite various entrepreneurship programs such as
apprenticeship, coaching, and Employee orientation engaged in by SMEs where an employee or apprentices is
taught on how business processes flow, employees‟ performance among SMEs in Lagos State has been found to
be poor with regards to employee productivity, employee commitment, and organisational citizenship
behaviour. The study was anchored Equity theory. The study used a survey research design. The unit of analysis
was owners/managers of registered SMEs in Lagos State.The target population was all the registered 8,396
SMEs in Lagos State. A sample of 370 owners/managers (respondents) was selected throughsimple random
sampling.An adapted and structured questionnaire was used in collecting primary data. A pilot study was
conducted to ensure the data collection tool is reliable. The collected data was analysed using inferential
statistics with the help of Statistical Package for Social Sciences, version 26.0. The study found that through
Apprenticeship training, the employeesare able to improve their productivity. Inaddition, the study found
thatCoaching had a significant influence on Employee Commitment. The study also found that through
employee orientation, the employees are able to improve their citizenship behaviour in the organisation. The
paper recommends that the supervising agency of selected oil and gas upstream companies in Nigeria should
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organisational outcome through capability divestiture. The studyrecommended that SMEs owners in Nigeria
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their previous efforts as this has been shown to improve employee performance.
KEYWORDS: Mentoring, Employee Performance, Apprenticeship, Coaching, And Employee Orientation,
SMEs, Lagos State
Significance of the training on enhancing effectiveness of communication skiIAEME Publication
This document summarizes a study on the significance of training in enhancing communication skills in the IT industry. The study found that most employees in the IT sector have received little training, with 40% attending only one training program. Those trainings focused on technical skills like networking rather than communication. However, effective communication is important for client satisfaction in the IT field. The study concluded that training is needed to develop employees' communication abilities and adapt them to changes in business environments. Providing such training could improve job performance and benefit both employees and organizations.
Factors Influencing Non-Teaching Employees’ Performance in Kenya: A Case Stud...paperpublications3
Abstract: The study aimed at analyzing the factors influencing non-teaching employees’ performance in Kitale National Polytechnic. Non-teaching employees play a significant role in achieving the goals of an institution. The study was guided by the following research objectives: -to examine the effect of training on non-teaching employee’s performance at Kitale National Polytechnic, to analyze the effect of organization culture on non-teaching employee’s performance at Kitale National Polytechnic, to determine the effect of working environment on non-teaching employee’s performance at Kitale National Polytechnic and to evaluate the effect of motivation on non-teaching employee’s performance at Kitale National Polytechnic. The study was conducted through a descriptive research design. Sixty one non-teaching employees of Kitale National Polytechnic were the target population. The whole population formed the sample size. A questionnaire was the main tool for primary data collection. Descriptive and inferential statistics and regression analysis were used in interpreting the collected data. The study will be able to answer the hurdles that non-teaching employees face while performing their tasks. The findings established in this study will create a path to improved performance of non-teaching employees not only in Kitale National Polytechnic but all the national polytechnics in Kenya.
This document discusses the implementation of human resource management in Zayurku's business plan. Zayurku is a new fast food business in Indonesia that needs strong HRM to succeed. The document examines the role of HRM in Zayurku's startup process and development. It finds that fast food companies must implement effective HRM strategies like training programs to develop employees' food technology skills and meet industry demands. HRM practices like strategic staffing, training, compensation, and labor relations are important for Zayurku to compete effectively in the fast-growing Indonesian fast food market.
Employee Profile & Perception of Talent Management in Indian Organizationsiosrjce
This document discusses talent management in Indian organizations. It begins with an abstract that outlines how talent management is important for organizations but can also create perceptions of unhealthy competition among employees. The document then provides background on talent management and discusses how factors like age, gender, education level, and work experience can impact an employee's perception of talent management practices. A survey of four different industries in India found that age, education, and region most significantly affected perceptions, while gender, experience, and job role did not have as large an impact. The document advocates for further study of talent management in India.
The document discusses perspectives from HR practitioners on HR education in business schools. It notes that while business schools have grown, HR education needs to focus more on practical skills and keeping curricula relevant to industry needs. A survey was conducted of HR practitioners in Bengaluru, India across various industries to understand their views on areas for improvement in HR students' knowledge, skills, internships and job preparedness. The study aims to better align HR education with industry requirements to improve graduates' employability.
An Analysis of Selected Factors Influencing Talent Management in Public Secon...inventionjournals
Talent Management is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees. The goal of talent management is to create a high-performance, sustainable organization that meets its strategic and operational goals and objectives. This research therefore sought to explore the factors influencing talent management of Teachers Service Commission in Kenya in the public secondary schools with specific reference to Nyandarua West Sub- County. The overall objective was to examine the factors influencing talent management in schools with specific reference to Nyandarua west Sub- County. The specific objectives was to find out how organizational culture affects talent management, to establish the extent to which training and Development affects talent management, to assess whether workplace environment affect talent management and to establish the extent to which retention strategies affect talent management. The study adopted a descriptive survey design and targeted 25 schools in Nyandarua County. The target population was 25 principles, 350 teaching staff and 230 non-teaching staff. Stratified random sampling and purposive sampling was used in determining the sample size of 121 participants. Sampling was guided by Gay (1976) who postulates that sample size of 10% is considered minimum for large populations and 20% for small populations. The research instruments included questionnaire, an observation schedule and interview schedule. Descriptive data analysis was done for qualitative data while qualitative data was used to supplement interpretation of quantitative data. The findings are interpreted along the study objectives. The findings of the study are aimed to benefit the management of various organizations since they identify the challenges that hinder effective implementation of talent management. This study is of great benefit to the scholars since it has increase the body of knowledge in the field of talent management.
This document outlines the author's research focus on informal learning in small businesses. It begins by defining key terms like small business, informal learning, and formal training. It then discusses characteristics of small businesses that can obstruct training efforts. The author hypothesizes that while formal training effectiveness decreases with firm size, informal learning effectiveness actually increases with firm size when adequate resources are invested. Their future study plans to examine how diffusion of innovations, structural equation modeling, and stimulating informal learning can help overcome training challenges in small businesses.
This summary provides an overview of the key points from the document in 3 sentences:
The document discusses implementing human capital management strategies to improve business performance at Yonly Glass, a glass processor and applicator company in Indonesia. It examines how Yonly Glass can recruit and train skilled workers, establish corporate culture and policies around recruitment, training, performance evaluation and more. The study finds that implementing robust human resource management practices is necessary for companies in this sector to compete successfully.
Attract, develop and retain employees by assured pipeline of knowledgeable and qualifying people is important for the success of the institutions which is known as talent management. The main issues facing by the educational institutes is shortage of competent and qualified faculties. It has resulted in institutions focusing on how to retain the talent and how to develop them. Where institutions are running at risk of talent crisis talent retention is the not only the choice of the managers but also the need for the institutions.The important factors which contributes to faculty retention and recruitment are benefits, supportive environments, spouse employment opportunities, start-up and resources and salaries. This research paper provides few strategies which institutions can adopt for attracting and retaining talent which is best available for them.
This document discusses a study on the effect of training and development programs on employee performance in Punjab National Bank and HDFC Bank in India. It analyzes the current training practices in these banks and assesses the link between training and productivity. The study uses statistical techniques to analyze data collected on training programs and perceptions of employees. The results show that training in these banks is average and needs improvement. Employee perceptions of training differ based on gender and designation. The study recommends conducting thorough needs assessments to improve the value and effectiveness of training programs in the banking sector.
A STUDY ON TALENT MANAGEMENT AND ITS IMPACT ON EMPLOYEE RETENTION IN SELECTED...IAEME Publication
The goal of this study was to see how talent management affected employee retention in the selected IT organizations in Chennai. The fundamental issue was the difficulty to attract, hire, and retain talented personnel who perform well and the gap between supply and demand of talent acquisition and retaining them within the firms. The study's main goals were to determine the impact of talent management on employee retention in IT companies in Chennai, investigate talent management strategies that IT companies could use to improve talent acquisition, performance management, career planning and formulate retention strategies that the IT firms could use. The respondents were given a structured close-ended questionnaire with the 5 Point Likert Scale as part of the study's quantitative research design. The target population consisted of 289 IT professionals. The questionnaires were distributed and collected by the researcher directly. The Statistical Package for Social Sciences (SPSS) was used to collect and analyse the questionnaire responses. Hypotheses that were formulated for the various areas of the study were tested using a variety of statistical tests. The key findings of the study suggested that talent management had an impact on employee retention. The studies also found that there is a clear link between the implementation of talent management and retention measures. Management should provide enough training and development for employees, clarify job responsibilities, provide adequate remuneration packages, and recognise employees for exceptional performance.
This document summarizes a research paper that studied the effect of recruitment and selection on employee retention, with employee engagement as a mediating factor. The study was conducted on small and medium enterprises in Nigeria. The findings revealed that recruitment and selection alone do not have a substantial effect on retention, but combining it with employee engagement strategies can significantly improve retention. Specifically, employee engagement was found to mediate the relationship between recruitment/selection and employee retention. The document provides background on recruitment/selection, employee engagement, and retention based on previous literature.
This document provides a literature review on studies related to human resource management (HRM) practices in the IT industry. It discusses several past studies that have examined topics like the importance of innovative HRM, challenges in retaining talent, the contextual nature of applying global HRM practices in India given its diversity, and the need for Indian companies to be more proactive in their HRM approaches. The review finds that effective HRM is important for organizational performance but that both multinational and domestic Indian companies need to improve practices such as performance appraisal, training, and benefits. It also notes that retention is a major challenge given high attrition in industries like IT and BPO.
Human resources engagement as a competitive strategy for performance in small...Alexander Decker
This document summarizes a study on human resource engagement as a competitive strategy for small and medium enterprises (SMEs) in Kenya, using Jirani Engineering Services as a case study. It finds that effective strategies for communication, equal pay, opportunities, and recognition positively impact employee engagement, productivity, and the firm's competitive advantage. While Jirani Engineering Services adopted human resource engagement strategies, the value added was not clearly assessed. The study aims to determine the value added by these strategies and recommend how Jirani can better implement strategic human resource planning to improve engagement and performance.
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In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
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1. Sri Lankan Journal of Human Resource Management
Determinants of Training & Development….. 46
Sri Lankan Journal of Human Resource Management Vol.2, No.1 2008
Determinants of Training and Development Practices in
SMEs: A Case of Japanese Manufacturing Firms
Aruna Gamage
Department of Human Resource Management
University of Sri Jayewardenepura
E-mail: gamage@sjp.ac.lk
And
Yuri Sadoi
Graduate School of Economics, Meijo University, Japan
E-mail: sadoi@ccmfs.meijo-u.ac.jp
Abstract
Small and Medium-sized Enterprises (SMEs) constitute a large proportion of the overall
business population of industrially developed and developing nations. Despite the
growing importance of SME research during the last decade, very little attention has
been paid to the study of training and development practices in SMEs. This article sets
out to redress this imbalance in current SME research. It outlines the preliminary results
of a recent study that focused on determinants of training & development practices in
manufacturing SMEs in Japan. The results of the analysis indicate that the attitude of
owner/manager and organizational support towards training & development are the key
determinants of training intensity in SMEs in Japan.
Keywords: Human Resource Development, SMEs in Japan, Training &
Development Practices
Introduction
Small and Medium Enterprises (SMEs) have been playing a major role in every area of
the national economy in Japan. Their importance is indicated by the very large share of
the economy that they occupy. In 2001 SMEs numbered 4.7 million, and accounted for
99.7% of all firms (excluding the primary sector). It employed 30 million persons
corresponding to 70.2% of total employment. It accounted for 51.2% of manufacturing
shipment volume, 64.4% of wholesale sales and 72.1% of retail sales in 2001 (METI,
2006). However, the firm exit rate in Japan has trended upward in recent years, and rose
by a record annual average of 6.1% (based on the number of enterprises) between 2001
and 2004. As a consequence, the exit rate has considerably exceeded the entry rate
despite the slight upward swing in the entry rate, and the gap has widened further to 2.2%
in terms of number of establishments and 2.6% in terms of number of enterprises. This is
the largest gap on record since statistics were first compiled in 1947 (METI, 2006).
2. Sri Lankan Journal of Human Resource Management
Determinants of Training & Development….. 47
Successful business management of SMEs largely depends on the quality of human
resource that supports companies (JASMEC, 2001). Securing and training high-quality
personnel are therefore key factors for the growth of SMEs, which often have limited
opportunities to utilize managerial resources. These needs for training were clearly
recognized in Japan for the first time in 1960s when the country was entering a period of
high economic growth (OECD, 2002). “… the balance of evidence indicates that formal
training and development cuts failure rates by half- all other things being equal” (SFEDI,
1999) and “… failure rates could fall from one in three in the first three years to one in
ten where training was undertaken” (Story, 1994).
However, it is disheartening to note that scant attention in the SME research is given to
the study of human resource management practices (HRM), particularly training
provisions for workforce development. The lack of research in HRM in SMEs has
resulted in lack of information about human resource in SMEs which is essential for
theory, research, and practice. Current human resource theory has been developed and
tested in large organizations. As a result, little is known about the extent to which the
theory extends to smaller entrepreneurial organizations.
Despite the growing importance of SME research during the last decade, little attention
has been paid to the study of training and development practices in small and medium-
sized businesses. Not only do SMEs themselves pay less attention to training, but the
issue of training and development in SMEs has also been relatively neglected by
academics (Pettigrew et al., 1990). Cosh, Duncan, and Hughes (1998), Marshall et al
(1993, 1995), and Westhead and Storey (1997) have attempted to rectify this situation.
However, their studies are inconclusive and their focus is strictly limited to Western
society. Most of these studies have used a binary indicator as their measure of training
(e.g. Westhead and Story 1997; Cosh et al. 1998)- whether training is provided or not-
but this fails to distinguish adequately the quantity or quality of such training (Kitching &
Blackburn, 2002). The recent attempt by Cosh et al. (2000) to provide a more sensitive
measure of the quantity or quality of training uses training costs as a percentage of total
sales. This measure, however, seems most appropriate to training which has a measurable
money cost as in the case of external courses. Training which does not incur a direct or
easily measurable money cost, such as that provided in-house by employers or other
members of the workforce would not appear in this type of calculation. In deed, informal
learning at the work place, despite its pervasiveness, may be impossible to cost because
of its diffuse character. Unfortunately, this is a serious omission because small business
owners often rely heavily on in-house training (Kitching & Blackburn, 2002).
Therefore, the broad objective of this study is to extend the emerging empirical literature
on the training and development practices in SMEs. Specifically, this study is designed to
investigate those factors which influence the intensity of training & development
practices in manufacturing SMEs in Japan. Potential explanatory factors on training &
development include age and size of the firm, nature of control, changes in employment,
organizational support and owner/ managers’ attitude for training.
3. Sri Lankan Journal of Human Resource Management
Determinants of Training & Development….. 48
Literature Review
In this section we give an overview of the main research on HRM in SMEs by which we
constructed our theoretical model to be tested.
Human Resource Management in SMEs
Given the importance of SME employees to the national economy, it is disheartening to
note that scant attention in the SME research is given to the study of human resource
management practices. No mater where you look, in surveys (e.g., Hornsby & Kuratko,
1990), in reviews of literature (e.g., Good, 1998), and in empirical studies (Heneman &
Berkley, 1999), scholars are lamenting over the dearth of information about human
resource management practices in SMEs.
Proper management of a company’s human resources is the key to business survival in
today’s world. The organizational effectiveness of the firm (Huselid, 1995; Terpstra and
Rozell, 1993) and its ability to create a sustainable competitive advantage (Prahalad,
1983; Pfeffer, 1994) can hinge on whether HRM practices are properly thought out and
successfully implemented. The human potentials in a company are generally much more
difficult for competitors to duplicate than the plant, equipment or even products that a
company produces (Flanagan and Despanade, 1996). Consequently, the nature and well
being of a company’s employees can become its main strength in carving out a profitable
existence in the industry.
HRM practices can be particularly important for small firms (Marlow and Patton, 1993)
since they tend to be so dependent on human capital. Research indicates that inadequate
and insufficient management of employees in small firms has resulted in low productivity
and high turn over rates (Mathis and Jackson, 1991) and is one of the leading causes of
small business failures (McEvoy, 1984).
HRM is generally associated with large organizations. ‘’There is a strong relationship
between size and the extent to which establishments had introduced personnel policies,
procedures and other arrangement’’ (Price, 1994). The issue of size raises the question of
the relevance of ‘mainstream’ HRM practices for enterprises who count their employees
in tens rather than in thousands. Although no clearly articulated HRM framework exists
for small and medium-sized enterprises, they like their larger counterparts also have to
recruit and select staff, achieve level of performance, and train staff. Given the
prevalence of small enterprises in many economies it is surprising therefore that
‘relatively little is known about the extent, nature and determinants of training in small
and medium-sized businesses’ (Johnson & Gubbins, 1992). Small and medium-sized
enterprises are often limited in their ability to undertake HRM activities by a lack of
finance, knowledge and managerial skill (Gilbert & Jones, 2000). As a consequence, their
HRM practices are highly informal and relatively unsophisticated (Jameson, 2000;
Gilbert & Jones, 2000).
The lack of information about human resource in SMEs is problematic for theory,
research, and practice. Current human resource theory is often developed and tested in
4. Sri Lankan Journal of Human Resource Management
Determinants of Training & Development….. 49
large organizations. As a result, little is known about the extent to which the theory
extends to smaller entrepreneurial organizations.
Training and Development Practices in SMEs
An educated and well-trained work force is considered to be essential to the maintenance
of a business firm’s competitive advantage in a global economy. It is also believed that
training can and should be powerful agent to facilitate a firm’s expansion and the
development of capabilities, thus enhancing profitability (Cosh, Duncan, and Hughes,
1998). However, Westhead and Storey (1997) suggest that employees in small and
medium-sized enterprises (SMEs) are much less likely to receive training than their
counterparts in larger organizations.
Much of research has, however, been rather narrow in its focus. Studies have often
limited themselves to formal training (Westhead and Story, 1997; Cosh et al., 1998;
Patton et al., 2000), thereby ignoring informal types of training. Recent studies show that
many small employers rely heavily on in-house, on-the-job training (Vickerstaff, 1992;
Johnson and Gubbins, 1992; Curren et al., 1993, 1996). Other studies have confined their
scope to particular occupational groups, particularly managers (or aspiring managers),
neglecting the training experiences of other categories of worker (Storey and Westhead,
1996; Loan-Clark et al., 1999; Patton et. al., 2000). Other researchers have conducted
evaluations of particular training initiatives which through often insightful may not be
typical of most small business (Cushion, 1995; Marshall et al., 1995; Westhead, 1997). It
is questionable, whether the findings of these studies ought to be generalized to the
broader small business population. These restrictions on the scope of studies may limit
our understanding of the motives for, process of, and consequences of training provisions
for small employers and their workforce (Kitching & Blackburn, 2002).
The recent attempt by Cosh et al., (2000) to provide a more sensitive measure of the
quantity or quality training uses training costs as a percentage of total sales. This
measure, however, seems most appropriate to training which has a measurable money
costs as in the case of external courses. Training which do not incur a direct or easily
measurable money cost, such as that provided in-house by employers or other members
of the workforce would not appear in this type of calculation. In deed, informal learning
at the work place, despite its pervasiveness, may be impossible to cost because of its
diffuse character. Unfortunately, this is a serious omission because small business owners
often rely heavily on in-house training (Kitching & Blackburn, 2002).
Therefore, to rectify this situation an attempt was made to identify factors which
influence the intensity of training & development and their relative importance in SMEs
in Japan.
Factors Influencing Training & Development Intensity in SMEs
Training & development (the ‘dependent variable’) refers to any activities at all through
which managers and workers improve their work-related skills and knowledge. These
activities may occur in short burst or be over a longer period of time. They may be linked
to a qualification or not (Kitching & Blackburn, 2002). In order to examine different
aspects of training & development activities in SMEs, a cumulative training intensity
5. Sri Lankan Journal of Human Resource Management
Determinants of Training & Development….. 50
index which consists of eight training & development related variables; formal and
informal training, team based work, job rotation, educational assistance, performance
based pay, quality circles, TQM practices, and learning by doing, was calculated.
Here, it is examined those factors which influence the intensity of training &
development practices in manufacturing SMEs. Potential explanatory factors fall into two
broad categories- background variables and organizational variables. Background factors
include; age and size of the firm, nature of control, change in employment, and business
sector. Organizational factors consist of two variables; organizational support for training
& development and attitude of owner/manager for training provision.
Conceptual Framework and Hypotheses
Having combined elements from different theoretical perspectives on Human Resource
Development; the resource-based perspective, the human capital theory and institutional
approach, a framework on training and development in SMEs can be constructed.
The framework is used to derive six hypotheses on the application of training provisions
within SMEs. These hypotheses identify various background and organizational variables
as determinants of training intensity (see Figure 1).
Age of the firm
Age of the firm (AGE) is said to be an influential factor for training & development
intensity of a business firm. Research findings reveal that young firms tend to invest
more in training and development than their older counter parts. Having examined one
thousand five (1005) small firms in Britain, Kitching and Blackburn (2002) concluded
that higher training index scores are associated with larger and younger firms…as well as
those in the business and professional services sector.
So, our first hypothesis can be stated as follows;
H1: The age of the business is positively related with the training & development
intensity of SMEs.
Firm size
The most consistent finding in SME research is that the larger the organization (SIZE),
the more likely it is to engage in training (Cambridge Small Business Research Center,
1992; Marshall et al., 1995). Large firms may benefit from scale effects in the usage of
training practices, even when training unit or manager is absent. This suggests that firm
size also has a direct effect on the usage of training practices.
Furthermore, most training practices require considerable development costs (Klaas et al.,
2000). This results in a cost advantage for larger firms, which is strengthened by the
limited supply of financial resources of many small firms. Consequently, larger firms
would benefit more from departments and/or employees that have specific knowledge
and expertise on the implementation of such training practices. Larger firms are,
therefore, more likely to have a separate training unit or person responsible for training
than smaller ones. This relationship is confirmed by previous studies (Hornsby and
6. Sri Lankan Journal of Human Resource Management
Determinants of Training & Development….. 51
Figure: 1 Determinants of Training & Development Intensity
Source: Model developed by the author, 2005
Kuratko, 1990). In turn, the presence of such a department or manager will have a
positive impact on the application of training practices.
To conclude, it is hypothesized the existence of a direct effect of firm size on the usage of
training & development practices. So, the second hypothesis can be stated as follows:
H2: Firm size is positively related with the intensity of training and development
practices.
Nature of control
Nature of control (CONTROL) affects the training intensity of a business. A business
unit may be controlled and managed either by the owner manager or paid manager. Some
argues that paid managers tend more to invest in training & development activities while
others argue that the owner manager is more likely to invest more in training &
development.
7. Sri Lankan Journal of Human Resource Management
Determinants of Training & Development….. 52
The influence of ownership has been noted by various researchers. Martin and Staines
(1994) have identified that owners and partners place more emphasis on technical
rather than managerial skills, whereas non-owner managers reversed the relative
importance of these two factors. This may be because non-owner managers are
interested in career progression. It may also be the case that owner-managers feel
threatened if their subordinates develop their managerial competence. Cromie et al.
(1995) have identified that family firms were less keen on formal management training
than non-family firms.
Training and development is unlikely to be provided as it is feared that, it will make the
manager more attractive in the labor market (Storey and Westhead, 1996). This sentiment
is shared by Loan Clarke et al. (1999), who found that small firms without a family
member in the management team invested more time and money in management training
and development. They believe that family-run organizations may feel threatened by non-
family managers improving their competence. Similar views are held by Smith and
Whittaker (1998) in relation to workforce training, where human resource development is
said to be reactive rather than involving an ongoing, long-term commitment.
These arguments suggest that the perceived value for high performance work practices
including training & development may be relatively low for owner managed or owner
controlled business units. This results in the following hypothesis:
H3: Firms managed by owner-manager(s) are less likely to apply training &
development practices than firms managed by paid managers.
Growth in employees
Growth in employees (GROEMPL) makes a significant influence on the application of
training and development practices in a firm in several ways. First of all, if the number of
employees increases, so does the need to decentralize and communicate between
employees and departments. This, in turn, requires a high level of standardization,
specialization and formalization (Daft, 1998; Nooteboom, 1993). In addition, an increase
of the number of employees results in an increasing demand for training practices.
However, Kitching & Blackburn (2002) state that the evidence on the relationship
between training provision and employment change offers a very mixed picture.
These arguments lead to our fourth hypothesis which is stated as follows:
H4: Growth in employment is positively related with training & development intensity in
a business firm
Business sector
Business sector seems to make an influence on training & development intensity of a
business unit. Some argue that firms in service sector may tend to apply more training &
development practices than in other sectors. Kitching and Blackburn (2002) argue that
firms in business professional service sector apply more training & development
8. Sri Lankan Journal of Human Resource Management
Determinants of Training & Development….. 53
practices than in others. Wong et al. (1997) have suggested that different industrial
sectors have different training requirements. In relation to management training, they
propose that service sector SMEs may place greater emphasis on training management to
maintain customer relationships. However, as this study is confined only to SMEs in
manufacturing sector, analyzing the relation between the ‘sector’ and ‘training intensity’
is beyond the scope of this study.
Organizational support
Organizational support (ORGSUPT) for training is said to be an influential factor for
training intensity. This can be measured as a cumulative index which takes into account
the presence or absence of a separate unit or person responsible for training, training plan,
budget for training, training policies, and training manuals, hand books etc. If the firm
does not provide support for or undertake a commitment to employee training, a firm
may focus little attention on training activities. We may thus expect a strong correlation
to exist between the degree of organizational support for training and training intensity.
Hence, we hypothesis:
H5: Firms with a strong organizational support tend to apply more training and
development practices
Attitude of the owner/ manager
The importance of owner/ manager attitudes (ATTITUD) towards training in small
business has been discussed extensively elsewhere (Matlay, 1997, 1998, 1999). Magjuka
(1988) concludes that managerial beliefs are strongly and positively associated with the
pattern and frequency of training in a firm. The influence of the owner-manager is a key
feature impacting upon training and development in the small firm. Ross (1993) and Kerr
and McDougall (1999) maintain that the propensity or motivation to engage in HRD is
dependent on the attitude of the senior manager(s), as they determine the ethos and
strategic direction for the organization. Research indicates that in the majority of firms
employing less than 50 people, the owner-manager takes sole responsibility for the
management of human resources (Hornsby and Kuratko, 1990; MacMahon and Murphy,
1999). The implications of this are that effective HRM (and HRD) depends on the skills,
attitudes and experience of one individual (MacMahon and Murphy, 1999). The owner-
manager therefore exerts a considerable influence on the likelihood and nature of small
firm HRD (Hill and Stewart, 2000). These arguments lead to our sixth hypothesis which
is stated as follows:
H6: Attitude of the owner/ manager has a positive impact upon the intensity of Training
in SMEs
All the above hypothetical relationships can be summarized as in Table 1.
9. Sri Lankan Journal of Human Resource Management
Determinants of Training & Development….. 54
Table: 1 Variables affecting training intensity in SMEs: hypothesized relationship
Variable Definition/ description Hypothesized
relationship
Non-parametric statistical test
used in the analysis
Background variables
AGE Age of the business + Mann-Whitney U test
SIZE Size of the business + Spearman Rank correlation
CONTROL Managed by owner - Mann-Whitney U test
GROEMPL Growth in employment + Mann-Whitney U test
Organizational variables
ORGSUPT Organizational support + Spearman Rank correlation
ATTITUD Attitude of the owner + Spearman Rank correlation
Source: Developed by the author, 2005
Method
Sample and Procedure
The organizations included in this research were selected from a random sample of 326
Manufacturing SMEs in Nagoya, Aichi Prefecture in Japan. Nagoya is the fourth largest
city in terms of the industrial contribution to GDP and plays a crucial role in the
economic development in Japan. A list of Manufacturing SMEs whose employees are
less than 300 but more than 10 was compiled from the Nagoya Chamber of Commerce.
Enterprises whose employees are more than 300 were not included in the sample because
they are considered to be large enterprises according to the defining of SMEs in Japan.
Enterprises whose total employees are less than 10 were not included as they do not have
a formal unit dealing with HRM.
There were 2691 manufacturing SMEs in Nagoya in the mid 2003 whose total employees
are in between 10-300. Out of this, there were 71 enterprises that have been registered out
side Nagoya city. So it was deducted from the total population, as it does not fall within
the population frame. On the other hand, there were 328 enterprises that were carrying
out their operations outside Nagoya city limit but have been registered in Nagoya. So,
these enterprises were included in our total population resulting 2948 enterprises as our
total population. From this a sample of 326 was selected randomly.
A self administered questionnaire was sent to the owner/manager of 326 organizations at
the end of the 2003 fiscal year. The questionnaires were sent to owner/ manager for two
main reasons. First and foremost, they have the greatest access to the data related to
training activities. Second, they have the largest storehouse of knowledge about the
overall activities of the organization at the macro level, as opposed to the narrow
departmental level. Nevertheless there is a fear that respondents who have direct
responsibility for the implementation of training & development activities will make a
subjective evaluation. In an attempt to minimize the respondents’ subjectivity as much as
possible, most of our questions dealt only with raw data regarding training &
development practices.
10. Sri Lankan Journal of Human Resource Management
Determinants of Training & Development….. 55
An extensive telephone follow up was made two weeks after the questionnaires were
sent. A total of 120 firms participated in this survey resulting 37 percent response rate.
However, due to the incompletion of data, fifteen (15) questionnaires have to be
abandoned. So, the remaining 105 firms considered as the usable response rate which is
32 percent. This rate can be considered as ``considerably high response rate`` due to the
inherent nature of low response rate in mail questionnaire survey.
Measures
The dependent variable, training & development intensity (TRAINING) was measured
by using a cumulative index comprising eight measures; formal and informal training,
team based work, job rotation, educational assistance, performance based pay, quality
circles, TQM practices, learning by doing. The reliability of TRAINING measure was
evaluated and found to be acceptable with a Cronbach alpha of 0.88. (All the variables
and their measures are indicated in Table 2).
The empirical analysis was conducted by univariate as well as multivariate approach.
First, the hypothesized relationship between training & development and the independent
variable was tested by non-parametric statistical test which makes minimal assumptions
about the underlying distribution of data. The independent variables were then tested in
the second level analysis with multivariate regression models to explain variation in
training intensity. The regression models were all rigorously tested to avoid multi co-
linearity and auto correlation.
Results
The empirical results of the non-parametric tests are shown in Table 3. On the whole, all
background variables except the age of the business, and all the organizational variables
are related to training intensity. The result of the Mann-Whitney U test found that there
was no any significant relation between the age of the business and training provisions.
Although some studies (ex. Kitchen and Blackburn, 2002) had found that young firms
invest more in training, this study, based on Japanese sample, has been unable to
establish such a clear relationship between these two variables.
As expected, the size of the organization had a significant impact on training &
development intensity. Spearman Rank correlation identified significant relation between
the size, measured by the number of employees of the SME, and training intensity both
positive and significant (r= .36, P< 0.01).
The nature of control had a big impact on investment in training. Mann-Whitney U test
identified significant positive correlation between non-owner managed SMEs and
training intensity (55.8, 40.5, p< 0.05).
As going far with the size, growth in employment shows positive and significant
correlation with training intensity. Mann-Whitney U test identified this relation both
positive and significant (63.7, 49.2, p< 0.05).
11. Sri Lankan Journal of Human Resource Management
Determinants of Training & Development….. 56
Table: 2: Variables and its Measures
Variable Variable name Measure
Dependent variable
Training & development TRAINING 8 items concerning training &
development practices
Independent variables
Background variables
Age of the firm AGE 1= More than 20 years
0= Less than 20 years
Size of the firm SIZE Log of total employees
Nature of control CONTROL 1= Managed by paid managers
0= Managed by the owner/ partner
Growth in employees GROEMPL 1= increased in last three years
0= not increased in last three years
Organizational variables
Organizational support ORGSUPT 5 items relating to organizational
support
Attitude of owner/
manager
ATTITUD 4 items relating to attitudes
Source: Developed by the author, 2005
Table: 3 Non-parametric statistical tests of variables affecting management training
Variable Definition/ description Statistical
significance
Empirical
relationship
Background variables
AGE Age of the business ns
SIZE Size of the business ** + (r=36)
CONTROL Non-owner managed * + (55.8, 40.5)
GROEMPL Growth in employment * + (63.7, 49.2)
Organizational variables
ORGSUPT Organizational support ** + (r=63)
ATTITUD Attitude of owner/manager ** + (r=62)
Source: Survey data, 2005
* Significant at .05 ** significant at .001
As expected, organizational support for training was highly correlated with training
intensity. Spearman Rank correlation coefficient identified this relation as positive and
highly significant (r= .63, p< 0.01).
Attitude of the owner/manager is also a very much influential factor in determining
training intensity in a SME. It means positive attitude of the owner/ manager towards
training & development will results in high investment in training activities. Spearman
Rank correlation identified this relation as both positive and significant (r= 0.62, p<0
.01).
12. Sri Lankan Journal of Human Resource Management
Determinants of Training & Development….. 57
The correlation of these variables except age, with the training & development intensity
is positive and significant, thus providing initial support for the hypotheses.
Table 4 presents the results of the full model of the multivariate regression analysis.
Regression of the study variables on TRAINING resulted in a highly significant model
with an adjusted R Square of .475. However Beta weights only for SIZE, ORGSUPT and
ATTITUDE were significant and in the predicted direction thus supporting Hypotheses 2
, 5 and 6 only.
Table: 4 The determinants of variations in the level of training intensity of SMEs
Independent variable Std. Beta T p-value VIF
Background variables:
AGE 0.016 0.228 .820 1.026
SIZE 0.161 2.040 .044 1.236
CONTROL 0.049 0.642 .522 1.159
GROEMPL 0.102 1.353 .179 1.119
Organizational Variables
ORGSUPOT 0.247 3.111 .002 1.249
ATTITUDE 0.462 5.503 .000 1.398
Adjusted R Square 0.475
F-statistics 16.671
P-value 0.000
Source: Survey data, 2005
Discussion
The primary purpose of this study was to explore key determinants that affect training
intensity of manufacturing SMEs in Japan. Specifically, this study tried to uncover
various background and organizational variables that determine the training &
development intensity in SMEs in Japan.
In the first stage of analysis (Table 3), it was found a significant positive relation between
all background variables except the AGE and all the organizational variables with
training & development intensity in SMEs, thus providing initial support for our all
hypotheses except the first.
In the second stage of the analysis, the model was regressed rigorously by using the
standardized regression analyses. The most conspicuous result of this analysis (Table 4)
was that the size of the organization, measured by the number of employees was the only
variable among the background variables which was significantly correlated with training
intensity. This result reconfirms the previous research finding of Ross, (1993), Kerr and
McDogall (1999), Hilland Stewart (2000), MacMahon and Murphy (1999).
Furthermore, the results indicated that organizational variables, ‘organizational support
for training’ and ‘attitude of the owner/ manager were highly correlated with training
13. Sri Lankan Journal of Human Resource Management
Determinants of Training & Development….. 58
intensity showing those as key determinants of training & development intensity in
manufacturing SMEs in Japan.
Organizational support for training, such as the presence of a separate unit or a person
responsible for training, training plan, budget for training, training policies, training
manuals etc. are very influential factors for training & development intensity in SMEs.
This is both positively and significantly correlated with the training intensity.
Attitude of the owner/manager towards training has the most influential power for
training in SMEs. This is strongly correlated with training intensity. This gives the idea
that the positive attitude of owner/manager towards training gives rise to the high takes
up of training initiatives in SMEs. This finding reinforces the findings of many previous
researches. Ross (1993) and Kerr and McDougall (1999) maintain that the propensity or
motivation to engage in training and development is dependent on the attitude of the
senior manager(s), as they determine the ethos and strategic direction for the
organization. The implications of this are that effective HRM (and HRD) depends on the
skills, attitudes and experience of one individual (MacMahon and Murphy, 1999). The
owner-manager therefore exerts a considerable influence on the likelihood and nature of
small firm HRD (Hill and Stewart, 2000).
Conclusions
This study provides an initial consideration of key determinants of training &
development practices in manufacturing SMEs in Japan. We considered the importance
of range of background factors and organizational factors. Background factors included:
age and size of the firm, nature of control and growth of employment. Organizational
factors included organizational support for training and owner/ manager attitude.
Preliminary analysis shows that all the background variables, except the age of the
business, and all the organizational variables were, more or less, related to the intensity of
training & development. However, nature of control and the growth in employees were
much less important than expected. What our results do show is that the attitude of the
owner/ manager towards training is the most influential factor in determining the
intensity of training & development in SMEs in Japan. Further, the results show that
organizational support for training and the size of the firm are the other important
determinants next to the attitude in determining the training & development intensity in
manufacturing SMEs in Japan.
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