Resources for development: the relationship of HRM practices and continuous learning culture with training success

Zaitouni, Michel; Harraf, Arezou; Kisswani, Amjad M.

doi:10.1504/ijhrdm.2020.105099

Cited by 6 publications

(3 citation statements)

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“…Therefore, by subtracting the BLC, which represents the substitutable workforce, PAV expresses the impact of human capital, which is the basis of competitive advantage. 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).…”

Section: Personnel-adjusted Added Valuementioning

confidence: 99%

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: 99%

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

Iwamoto

Suzuki

2021

Cogent Economics & Finance

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“…And effective management entails aligning the perceptions and perspectives of both employees and leaders to achieve company goals and enhance EP (Lin & Huang, 2021), which can be achieved through fostering a positive work mentality characterized by Technical & leadership support and effective coordination from leaders to their subordinates (AKOB, ARIANTY, & Putra, 2020), as there is significant positive relationship exists between Leadership Support (LS) and EP (Purwanto, 2020). Organizations that foster a CCL tend to experience greater success in performance either at the individual level or at the team level through the mediating role of EE, which refers to the degree to which employees are engaged in their work and motivated to enhance their skills and abilities (Hoon Song, Hun Lim, Gu Kang, & Kim, 2014) because it creates an environment that motivates employees to enhance their skills and abilities to perform tasks more effectively (Zaitouni, Harraf, Kisswani, & Management, 2020) and has both direct and indirect effects on EP which includes factors such as productivity, quality of work, and ability to adapt to changing circumstances (Park, Song, Yoon, Kim, & Development, 2014).…”

Section: Introductionmentioning

confidence: 99%

Developing a Culture of Continuous Learning for Sustainable Job Performance: TEVT Sector as Learning Organization, Pakistan.

Shaheen

Hayyat

Aslam

et al. 2023

JSSR

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This study explores the role of Technical Support (TS) and Leadership Support (LS) in enhancing Employee Performance (EP) through the development of a Culture of Continuous Learning (CCL) in the Technical Education and Vocational Training (TEVT) sector of southern Punjab. Data from 291 TEVT trainers were analyzed using Smart PLS4. The results show that TS and LS have a positive impact on CCL, leading to improved EP. Employee Engagement (EE) moderates these effects, revealing barriers such as overwhelmed employees, limited relevance of learning programs, and a perceived lack of support and recognition. To overcome these challenges, organizations can provide support structures like mentoring and coaching. These findings emphasize the importance of TS, LS, and CCL in enhancing EP in the TEVT sector and suggest further research to explore additional factors for improved employee performance in resource-constrained environments.

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“…The Indian cement industry thus needs to focus on human resource development (HRD) practices to improve staff skills because of which OE could be attained. Employees participating in HRD practices is alone not enough for enhancement of EC, as the competencies acquired through HRD practices may not be transferred appropriately (Antunes and Pinheiro, 2020; Zaitouni et al , 2020). Therefore, a firm must develop a learning environment within the organization so that the individual can exchange, obtain and generate knowledge and skills, which can modify employee behaviours.…”

Section: Introductionmentioning

confidence: 99%

HRD practices, employee competencies and organizational effectiveness: role of organizational learning culture

Potnuru

Sahoo

Parle

2021

JABS

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Purpose This paper aims to examine the moderating role of organizational learning culture (OLC) on the relationship between human resource development (HRD) practices and employee competencies (EC) in enhancing organizational effectiveness (OE). Design/methodology/approach An integrated research model of HRD practices, EC, OE and OLC was developed. The validity of the model is tested by applying structural equation modelling (SEM) approach to data collected from 506 employees working in 4 medium-size cement manufacturing companies. Findings The results confirmed that training and career development had a significant impact on EC, the moderating effect of OLC on the relationship between HRD practices and EC was found significant and there is a significant and positive relationship between EC and employee perceived OE. Originality/value This paper contributes to the HRD literature, integrating HRD practices, OLC and EC. The research is unique as it has applied moderated SEM to test hypotheses of the study.

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Resources for development: the relationship of HRM practices and continuous learning culture with training success

Cited by 6 publications

References 0 publications

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

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

Developing a Culture of Continuous Learning for Sustainable Job Performance: TEVT Sector as Learning Organization, Pakistan.

HRD practices, employee competencies and organizational effectiveness: role of organizational learning culture

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