Determinants and effects of intra-firm trainings: evidence from a large German company

Breuer, Kathrin; Kampkötter, Patrick

doi:10.1007/s11573-012-0650-4

Cited by 8 publications

(2 citation statements)

References 24 publications

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“…Zaitouni et al (2020) shows that continuous training (in other words, company-specific management) is a source of competitive advantage. Measuring training outcomes in increments of payments supports the PAV concept (Breuer & Kampkötter, 2013). Company-specific management training is also drawing attention from the perspective of sustainability (Lee et al, 2019).…”

Section: Personnel-adjusted Added Valuementioning

confidence: 90%

“…In the field of training evaluation, by subtracting the salary before receiving training from the salary (including bonuses) after receiving training, it is used as an alternative index of employee performance (e.g., Breuer & Kampkötter, 2013). Extending this from individual employees to the corporate level, by subtracting the basic salary from the payment, additional salary is calculated and is used as an alternative index for the results of training.…”

Section: Introductionmentioning

confidence: 99%

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Evaluation of personnel-adjusted added value: Estimating its relationship with future profit in Japan

Iwamoto

Suzuki

2021

Cogent Economics & Finance

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Personnel-adjusted added value (PAV) is an index to measure human resource management for internal purposes. In this study, the possibilities and limitations of PAV using external estimates are investigated. To measure the effectiveness of PAV, it is compared with the general added value. This proves the effect of the personnel adjustment. The relationship between future performance and PAV (and added value), including other control variables, are statistically analysed by hierarchical linear modelling. The essence of PAV is to separate the basic labour costs from the company-specific personnel costs. To calculate PAV from outside an enterprise, the basic labour costs should be estimated. For this purpose, in addition to financial data, this study uses survey data on recruitment and employment in Japan. Statistical analysis is applied to the 2008-2016 longitudinal company data of 569 Japanese

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Section: Personnel-adjusted Added Valuementioning

confidence: 90%

Section: Introductionmentioning

confidence: 99%