Factorial analysis of the elements that compose the training in the small and medium enterprises of the Industrial sector

Vásquez-Torres, María del Carmen

doi:10.2478/manment-2018-0022

Cited by 4 publications

(3 citation statements)

References 4 publications

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“…We know that very small businesses provide workplace training in a significantly different manner than do larger organization (Lyons and Mattare, 2011), with a majority of the activities being carried out only what is needed at the moment, rather than being part of an overall training strategy. Few studies also examine HRD in specific economic sectors (Capelleras et al, 2021;Dewhurst et al, 2007;Domi and Domi, 2020;Jones, 2005;Vasquez-Torres, 2018), thus inform us about HRD practices specifics to an industry. However, to our knowledge, none of these studies have examined the distinctions between SMEs in the context of labor shortages.…”

Section: 2mentioning

confidence: 99%

Human resource development in SMEs in a context of labor shortage: a profile analysis

Deschênes

2022

EJTD

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Purpose The purpose of this paper is to examine small and medium-sized enterprises’ (SMEs) level of participation in human resource development activities during a labor shortage. Drawing on human capital theory, it examines whether SMEs’ profiles, determined according to their participation in different types of training activities, relate to perceived benefits of training, barriers to participation in training and learning culture. Design/methodology/approach This study applies latent profile analysis (LPA) to 10 training practices of 427 SMEs in Quebec, Canada. Findings The LPA distinguished four profiles of SMEs, reflecting differing capacities for mobilizing training resources during a labor shortage. These four profiles show differences with regard to perceived training benefits, barriers to participation in training and learning culture. Originality/value To the best of the authors’ knowledge, this study is among the first to focus on the specific ability of SMEs to invest in their human capital in the unique and recent context of a labor shortage.

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Section: 2mentioning

confidence: 99%

Human resource development in SMEs in a context of labor shortage: a profile analysis

Deschênes

2022

EJTD

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“…Mientras que la segunda tiene el mismo propósito que la capacitación, pero orientada al futuro del trabajador en la empresa (Noe, 2017;Mondy, 2010). Por lo tanto, para alcanzar sus objetivos toda empresa requiere de su capital humano con una formación adecuada, con personal especializado en nuevas o futuras tareas, para lograr niveles de rendimiento y productividad que hagan de la organización un competidor en el mercado (Vásquez-Torres, 2018).…”

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Identificación de estrategias de capacitación en pymes de la Ciudad de México

Morales

2022

Nóesis

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Las pequeñas y medianas empresas son de gran importancia para la economía mexicana. Sin embargo, estas organizaciones presentan diversas problemáticas, como la falta de capacitación. Por ello, esta investigación tiene como objetivo identificar las estrategias de capacitación y los elementos que componen su desarrollo. La metodología que se sigue es de carácter cualitativo. La recolección de información se ejecutó mediante observaciones y entrevistas semiestructuradas a propietarios-gerentes y trabajadores de una pequeña y una mediana empresa de la Ciudad de México, ambas dedicadas a la fabricación, prestación de servicios y comercialización de equipos. Con base en la teoría fundamentada y con el apoyo del software ATLAS.ti se realizó la codificación y análisis de la información. Los resultados permitieron identificar tres tipos de estrategias de capacitación: hacia el ahorro de recursos, hacia los conocimientos y habilidades, y las combinadas. Además, se definieron tres elementos que influyen en dichas estrategias.Palabras clave: estrategias de capacitación, proceso de capacitación, agentes, habilitadores, pymes.Small and medium-sized companies are of great importance to the Mexican economy. However, these organizations present several problems, such as lack of training. Therefore, this research aims to identify training strategies and the elements that make up their development. The methodology had a qualitative nature. The information collection was carried out through observations and semi-structured interviews with owner-managers and workers of one small-sized and one medium-sized company in Mexico City; both dedicated to the manufacture, provision of services and commercialization of equipment. Based on the grounded theory and with the support of the ATLAS.ti software, the coding and analysis of the information were developed. The results allowed the identification of three types of training strategies: towards saving resources, towards knowledge and skills, and combined. In addition, three elements that influence the development of these strategies were defined.

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“…In other words, training is a quality improvement of human capital and refers to human capital development, which could be analyzed through the following characteristics such as learning, human resource development (HRD) practices or climate. HRD is a crucial topic in the management field as well because every organization has its recourses and has to implement right strategies in order to reach sustainability in the market and constantly seek improvement in the firm's performance (Del Carmen, 2018). Also, small firms are less engaged in formal training, and informality appears to be central to the emergence and operation of human resource development in small firms (Nolan & Garavan, 2016).…”

Section: Introductionmentioning

confidence: 99%

Interrelationship between informal training, human capital development and international performance of SMEs: a literature review

Korsakienė

2019

Proceedings of 6th International Scientific Conference Contemporary Issues in Business, Management and Economics Engineering ‘2

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Purpose – to present a deeper understanding of the interrelationships between training, human capital development and international performance in SMEs considering previous studies in this field. Research methodology – systematic analysis and synthesis of scientific literature. Findings – training plays a significant role in strategic planning and international orientation, forming SMEs performance. Training applied to managers and employees has a possible impact on firm’s performance through improved personal performance. This study contributes to our understanding of training by presenting its role, compatibility with other processes and outcomes of it in the organization. Research limitations – performance of SMEs could be analyzed, while the concept of performance is selected. It could help to make more relevant practical implications of the study for the company’s owner or manager seeking to improve a firm’s performance in a certain way. Also, more factors impacting the performance of SME’s could be considered, in order to present a more comprehensive picture of this phenomenon. Practical implications – this study reveals important insights about previously conducted studies in this field, which could be useful in order to improve further researches. Originality/Value – two research models combining informal training, human capital, and performance of SMEs were suggested.

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Factorial analysis of the elements that compose the training in the small and medium enterprises of the Industrial sector

Cited by 4 publications

References 4 publications

Human resource development in SMEs in a context of labor shortage: a profile analysis

Human resource development in SMEs in a context of labor shortage: a profile analysis

Identificación de estrategias de capacitación en pymes de la Ciudad de México

Interrelationship between informal training, human capital development and international performance of SMEs: a literature review

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