Beyond competency models in training and development

Rothwell, William J.; Kazanas, H. C.

doi:10.1002/pfi.4150250808

Cited by 9 publications

(16 citation statements)

References 3 publications

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“…Western safety standards are considered meaningless in China and cumbersome by most employees. Perhaps MNC management is trying to address this attitude with more training, though it may be a management problem or even behavioral (Mager & , 1970;Rothwell, 1996;Trompenaars, 1993). In regard to expenditures, indications were that a company with a structured training plan in place may be more cost-efficient than one without.…”

Section: Discussionmentioning

confidence: 99%

A Survey of Current and Future Perceived Multi-National Corporation Manufacturing Training Needs in Tianjin, China (T.E.D.A.)

Hickey

2008

Performance Improvement Quarterly

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The purpose of this study was to survey current and perceived future employer‐provided training practices among MNC [multi‐national corporations] manufacturing companies in the Tianjin Economic Development Area (T.E.D.A.) of China. The study bifurcated the data into two areas: all firms and only firms with a structured formal training program in place. A face‐to‐face interview was administered to HR personnel and trainers in the “top eighty” manufacturing MNCs in T.E.D.A. as designated by the T.E.D.A. administrative government in March 2000. A total of 56 interviews were obtained for a sampling margin of error of +/‐ 5. Data analysis revealed that overall the workforces in T.E.D.A employed 350 people or less, were largely youthful, and growing slowly. All employees had 11 to 15 years of formal education. A majority of firms conducted training needs assessments, gave skilled workers more training than unskilled, and earmarked 60% of the training budget for outsourcing. The quality perception of outsource training available in T.E.D.A. was mediocre. Management, technical skills, QC [quality control], and sales training accounted for 67% of the current training need. In three years, they were still perceived to be accounting for the same amounts, but among well‐correlated training departments, QC training was expected to decrease 2%, while in firms without a structured training program, sales training was expected to increase 2%. Trainers did not perceive employee turnover as a training problem. ROI [return on investment] perception on training was greater than 6%.

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Section: Discussionmentioning

confidence: 99%

A Survey of Current and Future Perceived Multi-National Corporation Manufacturing Training Needs in Tianjin, China (T.E.D.A.)

Hickey

2008

Performance Improvement Quarterly

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“…Because this knowledge harvesting process was intended to address the maintenance of organizational continuity, it was necessary to address the ways in which the work fits into the organization. Rothwell (2005) suggests a four-level structure of an organization: the worker, the work to be done by the worker, the work environment, and the organizational environment. Blending this information with the task description method improved the organization of the knowledge harvesting questions and provided a means to associate the work performed with a specific area of the organization.…”

Section: Organizing the Questionsmentioning

confidence: 99%

Designing a knowledge harvesting tool: Lessons learned

Pierson

2012

Perf. Improv.

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Recognition of the need to maintain continuity through daily interruptions in an organization is not found often in the literature. The design and development of a knowledge harvesting process and tool as a means to address employee separation was investigated. The lessons learned suggest that a knowledge harvesting tool must be adaptable to the needs of the organization, be understood by the users, and be usable by the user and the organization.

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“…This study does not fully take into account transference of hard skills and their attendant inelastic learning curves. The assumption is that these are indeed skills deficits, as opposed to management problems that the companies are addressing (Rothwell, 1996).…”

Section: Limitationsmentioning

confidence: 99%

“…Of course, much of this is promulgated by the government, which does not want its citizens engaging in active dialogue, and has therefore discouraged, if not banned, such activities from its universities and colleges. Structured practice then (Rothwell, 1996) for soft skills development does not exist and cannot grow. What happens is that due to neglect, many a numbers-oriented engineer ends up in charge of a department that requires strong soft skills components: HR, marketing, and training.…”

Section: Chinese Universitiesmentioning

confidence: 99%

An Evaluation of Foreign HR Consulting Company Effectiveness in China

Hickey¹

2008

Performance Improvement Quarterly

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With vast amounts of foreign capital entering China yearly, there is a strong need to build its human capital to Western accepted levels. A plethora of external vendors offering training and consulting interventions to develop this labor force have quickly followed this investment. An evaluation of what these vendors are actually offering based on Donald Kirkpatrick's widely accepted "Four Levels of T&D Evaluation" is put forward. The findings are that while Chinese management does acknowledge the strong knowledge pool these companies can offer, they find that the high ethnocentric delivery of the skills content is an impediment to learning. They are also unhappy with the high costs, over usage of parttime consultants, and a lingering perception of vendors using "outdated" training and consulting methods. The researcher proposes communication and delivery of a polycentric training mechanism, where stakeholders (local Chinese) directly contribute to what they are learning under a rubric of Chinese cultural and societal norms in order to incorporate more soft measures in the learning evaluation."Everything has been seen before by someone who did not discover it." -Alfred Whitehead Performance Improvement Quarterly, 17(1) pp. 81-101

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Beyond competency models in training and development

Cited by 9 publications

References 3 publications

A Survey of Current and Future Perceived Multi-National Corporation Manufacturing Training Needs in Tianjin, China (T.E.D.A.)

A Survey of Current and Future Perceived Multi-National Corporation Manufacturing Training Needs in Tianjin, China (T.E.D.A.)

Designing a knowledge harvesting tool: Lessons learned

An Evaluation of Foreign HR Consulting Company Effectiveness in China

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