In‐company training in Catalonia: organizational structure, funding, evaluation and economic impact*

Abstract

This study describes the status of training inCatalonia's large companies, from an economic and organizational point of view. The results are based on empirical-descriptive research conducted with a sample of large and medium-sized businesses. It analyses the organizational structure of the businesses and the type of organizational structure in relation to training. From the economic point of view it seeks to identify the cost of training and the importance assigned to the different levels of evaluation of that training in the companies. This study also compares the status of training in Catalonia's large companies with what happens in other countries and regions that may have similarly diverse economies. The final conclusions emphasize factors such as the consolidation of the training department within the companies' organizational structures, the size of the enterprises and their turnover, as key variables of training provision. Another important feature is the signif-* Catalonia is one of the most important autonomous communities in the Spanish State. Its capital is Barcelona. This community, particularly the metropolitan region of Barcelona, generates around 20 per cent of the Spanish gross domestic product.In-company training in Catalonia 141 icant differences between the types of organizational structure and the role of training. Lastly, it considers how training and its evaluation impact on the various economic and financial aspects of the companies.

Effects of training and development on employee outcomes and firm innovative performance: Moderating roles of voluntary participation and evaluation

“…First, employer‐centered financial investment in T&D showed a greater effect on employee commitment than on competence. Financial investment in employee T&D is the most straightforward indicator of organizational support and care for employees (Huerta, Audet, & Peregort, ). Organizations’ actual resource allocation on employees’ development and growth may improve the employee’s affective commitment and sense of obligation to repay their organization (Masterson & Stamper, ; Rhoades & Eisenberger, ).…”

Do organizations spend wisely on employees? Effects of training and development investments on learning and innovation in organizations

“…In summary, we adopt the input‐throughput‐output framework employed in recent studies (e.g., Huerta, Audet, & Peregort, ; Katou, ) to propose various learning practices as potential mediators between the training investment and innovative performance of an organization. In addition, we identify the innovative climate of an organization as a moderator that may change the strength of the association between learning practices and organizational innovation (Bowen & Ostroff, ).…”

Training culture

“…In the literature, training is commonly defined as a planned activity, implemented to promote employees' learning of competencies in terms of knowledge, skills and attitudes useful for their job/future job (Noe, 1986;Schmidt, 2007). Moreover, from the organizational perspective, training is instrumental in fitting organizational needs, and it is developed on the basis of values, beliefs and practices, commonly adopted within the organization (Huerta et al, 2006). Additionally, with the transition to a more collaborative way of working, training became not only a means to develop employees' core competencies, but also a way to enable them to negotiate meanings in the workplace (Kraiger, 2014).…”