An effective on-the-job training model-to facilitate strategy execution

Strategy execution has been a heated topic in the management world in recent years. However, according to a survey done by the Conference Board (2014), the chief executives are so concerned about the execution in their companies and have rated it as the No.1 or No.2 most challenging issue. Many of them choose to invest in training with a purpose to harvest the most for strategy execution. Therefore, this research is trying to find out a model to design training programs that can at most contribute to the success of strategy execution with three real-life training cases done by BTS Consulting Service. It was found that strategy execution could be greatly supported by training programs that take into consideration the four factors, namely Alignment, Mindset to Change, Capability and Organization Support. Main implications of the findings are presented and discussed. Key

Sector-Specific on-the-Job Training: Evidence from U.S. Data.

Using data from the National Longitudinal Survey of Youth (NLSY), we re-examine the effect of formal on-the-job training on mobility patterns of young American workers. By employing parametric duration models, we evaluate the economic impact of training on productive time with an employer. Confirming previous studies, we find a positive and statistically significant impact of formal on-the-job training on tenure with the employer providing the training. However, the expected net duration of the time spent in the training program is generally not significantly increased. We proceed to document and analyze intra-sectoral and cross-sectoral mobility patterns in order to infer whether training provides firm-specific, industry-specific, or general human capital. The econometric analysis rejects a sequential model of job separation in favor of a competing risks specification. We find significant evidence for the industry-specificity of training. The probability of sectoral mobility upon job separation decreases with training received in the current industry, whether with the last employer or previous employers, and employment attachment increases with on-the-job training. These results are robust to a number of variations on the base model.

Program of on-the-job training facilities for veterans; list of approved establishments.

Mode of access: Internet.

Program of on-the-job training facilities for veterans; list of approved establishments

Mode of access: Internet.

Program of on-the-job training facilities for veterans; establishments eliminated from the lists of approved facilities.

Mode of access: Internet.

A study of on-the-job training /

"February 1990."

Mentoring in an on -the -job training context

This study examined mentoring within an on-the-job training (OJT) context, with a focus on how mentors' perceptions of protégé competence affected both the short and long terin benefits of mentoring. The participants in this survey research were education majors at Florida International University engaged in a semester of student teaching. Their cooperating teachers, who were employed by Dade County, also participated. It was hypothesized and found that mentors who perceived their protégés as more competent provided higher quality mentoring and greater autonomy when performing training tasks. Protégés' self-efficacy was not affected by the amount of autonomy received during training. Additionally, protégés' final performance was not affected by their self-efficacy at the end of the training experience. Two mediated relationships were tested, although support for them was not found. Autonomy was hypothesized to mediate the relationship between mentors' perceptions of protégé competence and protégé self-efficacy. Protégé self-efficacy was expected to mediate the relationship between protégé autonomy and the final performance score. This study has shown the importance of considering mentors' perceptions of their protégés' competence when creating mentoring dyads during OJT. ^

Short-term evaluation and research issues for the Job Training Partnership Act of 1982 : impact of different forms of private sector participation on client characteristics and program outcomes : final report /

"December, 1983."

Continuous Off-the-Job Training in East Germany After Unification: Preliminary Results of an Evaluation of the Effects for Individual Workers, CES Germany & Europe Working Papers, No. 05.9, 19 July, 1995

Retraining the labor force to match the demands of a modem economy is seen as an important task during the transition process from a centrally-planned to a market economy. This need was particularly pressing in East Germany, because the transition process has proceeded much faster than in the rest of Eastern Europe. Therefore, substantial resources have been devoted to this purpose. This paper analyzes the impact of continuous off-the-job training in East Germany from the point of view of individuals who were part of the labor force before German unification in 1990. It tries to answer questions about the average gains from participating in a specific type of training. Typical outcomes considered to measure those gains are income, employment status, job security, and expected future changes in job position. The methodology used for the evaluation is the potential outcome approach to causality. This approach has received considerable attention in the statistical literature over the last fifteen years and it has recently been rediscovered by the econometric literature as well. It is adapted to allow for important permanent and transitory shocks, such as unemployment, which influence the decision to participate in the training as well as future labor market outcomes. The empirical part is based on the first four waves of the Socio-Economic Panel (GSOEP)-East (1990-1993). This panel data set has the advantage that the fourth wave contains a special survey on continuous training and that it allows keeping track of individual behavior on a monthly, respectively yearly, basis. The econometric analysis focuses on off-the-job training courses that began after unification and were completed not later than in early 1993. Although it is obviously too early to evaluate the long-term implications, the results suggest that there are no positive effects in the short run.

Applying Trained Skills on the Job: The Importance of the Work Environment

The influence of the work environment on the transfer of newly trained supervisory skills was examined. Participants were 505 supermarket managers from 52 stores. The work environment was operationalized in terms of transfer of training climate and continuous-learning culture. Climate and culture were hypothesized to have both direct and moderating effects on posttraining behaviors. Accounting for pretraining behaviors and knowledge gained in training, the results from a series of LISREL analyses showed that both climate and culture were directly related to posttraining behaviors. In particular, the social support system appeared to play a central role in the transfer of training. Moderating effects were not found. Implications for enhancing the transfer of training are discussed.

Engaging environments: Tacit knowledge sharing on the shop floor

Purpose: The purpose of this paper is to identify factors that facilitate tacit knowledge sharing in unstructured work environments, such as those found in automated production lines. Design/methodology/approach: The study is based on a qualitative approach, and it draws data from a four-month field study at a blown-molded glass factory. Data collection techniques included interviews, informal conversations and on-site observations, and data were interpreted using content analysis. Findings: The results indicated that sharing of tacit knowledge is facilitated by an engaging environment. An engaging environment is supported by shared language and knowledge, which are developed through intense communication and a strong sense of collegiality and a social climate that is dominated by openness and trust. Other factors that contribute to the creation of an engaging environment include managerial efforts to provide appropriate work conditions and to communicate company goals, and HRM practices such as the provision of formal training, on-the-job training and incentives. Practical implications: This paper clarifies the scope of managerial actions that impact knowledge creation and sharing among blue-collar workers. Originality/value: Despite the acknowledgement of the importance of blue-collar workers' knowledge, both the knowledge management and operations management literatures have devoted limited attention to it. Studies related to knowledge management in unstructured working environments are also not abundant. © Emerald Group Publishing Limited.