The Impact of Middle Manager Training on Productivity: A Test on Italian Companies

Feltrinelli, Elena; Gabriele, Roberto; Trento, Sandro

doi:10.1111/irel.12174

Cited by 10 publications

(8 citation statements)

References 61 publications

(87 reference statements)

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“…Deming [84] posits that on-the-job training supports workforces to get the knowledge of their job in practical and improved way to enhance performance. Scholars [85,86] assert to the impact of on-the-job training on productivity. Studies have also proved that on-the job training presented by firms can be more substantial than off-the job training [87] and can have greater influence on firm's tendency to innovate.…”

Section: On-the-job Training and Development And Firm Innovative Perfmentioning

confidence: 99%

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MNEs Subsidiary Training and Development and Firm Innovative Performance: The Moderating Effects of Tacit and Explicit Knowledge Received from Headquarters

Boadu¹,

Xie²,

Du³

et al. 2018

Sustainability

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This paper set out to investigate the ways training and development impacts on firm innovative performance as well as the moderating role of knowledge transfer received on training and development and firm innovative performance, using a sample of 229 foreign subsidiaries of multinational enterprises (MNEs) operating in China. We adopt hierarchical linear modeling, and the results of the study reveal that both on-the-job training and development and off-the-job training and development have an influence on the firm innovative performance. Also, the empirical results of the study demonstrate that the moderating effect of tacit and explicit knowledge received on the relationship between both on-the-job training and development and off-the-job training and development and firm innovative performance are stronger. This paper shows that continues updating of skills, ability and knowledge of the workforce through on-the job training and development and off-the job training development programs might boost creativity and innovation of business organizations.

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Section: On-the-job Training and Development And Firm Innovative Perfmentioning

confidence: 99%

Section: On-the-job Training and Development And Firm Innovative Perfmentioning

confidence: 99%

MNEs Subsidiary Training and Development and Firm Innovative Performance: The Moderating Effects of Tacit and Explicit Knowledge Received from Headquarters

Boadu¹,

Xie²,

Du³

et al. 2018

Sustainability

View full text Add to dashboard Cite

show abstract

“…Studies that used aggregate industry-level data to analyze the impact of firm-provided training on productivity include Conti (2005) in Italy and Dearden et al (2006) (Black and Lynch, 1996;, the majority of studies demonstrated evidence of positive impact (Bartel, 1994;Barron et al, 1999;Barrett and O'Connell, 2001;Zwick, 2006;Ballot et al, 2006;Konings and Vanormelingen, 2015;Feltrinelli et al, 2017;Higon et al, 2017). Analytical methods have progressed to the use of panel data and the construction of training stock variables.…”

Section: Literature Reviewmentioning

confidence: 99%

Employer-provided training and productivity: Evidence from a panel of Japanese Firms

Morikawa¹

2021

Journal of the Japanese and International Economies

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This study presents evidence on the quantitative relationship between employer-provided training and productivity among Japanese firms. The important contributions of this study are its construction of a panel of training stock at the firm-level, its distinction between manufacturing and service firms, and its comparison of the relative contribution of training to productivity and wages. The results indicate, first, that training significantly contributes to the labor productivity of the firm. Second, the estimated elasticity of productivity with respect to training stock is greater for service firms than for manufacturing firms. Third, the elasticities of productivity and wages to training stock are similar in size, meaning that the returns to firms' training investments are shared by their workers in proportion to the wage share of the value-added. These results suggest that policies to promote firms' training investments have the potential to improve productivity and wages, particularly for firms in service sector.

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“…They are able to prioritize, research, use knowledge (Brill et al , 2006; Nuthall, 2001) and are ready to appropriately respond to complex problems (Andersson and Tell, 2009; Nuthall, 2001). An efficient manager possesses multidisciplinary orientation (Pettersen, 1991) and can view global problems as a whole (El-Sabaa, 2001; Nuthall, 2001) by considering the scope, goals, mission, project resources, related fields, team members and clients (Feltrinelli et al , 2017). These attributes account for the specific character of a professional's intuition; a specialist rapidly spots problems and easily identifies features of the case (Nuthall, 2001; Simon, 1987).…”

Section: Introductionmentioning

confidence: 99%

Subordinate evaluations of high-performance managers

Bayer

Krupskyi

Bondarenko³

2020

LODJ

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PurposeThe study investigated the factors considered by subordinates when evaluating the productivity of their managers, in addition to how those factors influenced such feedback.Design/methodology/approachA questionnaire survey was conducted among participants. The results were processed using a cluster analysis (K-means method), the Mann–Whitney U test and the χ2-Pearson test.FindingsThe survey results were used to categorize managers as highly productive, moderately productive, or lowly productive. Recommendations for how to increase productivity were then determined.Research limitations/implicationsThe implication of our study in perspective research lies in particular in showing the mediating character of constructive feedback in subordinates' viewing manager efficient. As for practice, knowing subordinates' feedback makes it possible for an organization to influence the quality of supervisor-subordinate dyad. DTEK company has already put into practice the results of our study into corporate education and learning. In particular, recommendations for how to increase productivity (through giving constructive feedback, time to talk in private to an employee and expressing gratitude for good work) are discussed.Practical implicationsThe results indicated that highly productive managers tended to professionally develop both themselves and their subordinates. They provided subordinates with constructive feedback as well as the opportunity to talk in-person. These managers were also experts in the activities performed by their subordinates and showed gratitude for their accomplishments.Originality/valueThis study examined managerial efficacy as reviewed by subordinates. A theoretical analysis was conducted to outline the factors typically associated with managerial productivity (e.g. interpersonal skills, synchronizing projects, technical knowledge and handling work-related frustration).

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The Impact of Middle Manager Training on Productivity: A Test on Italian Companies

Cited by 10 publications

References 61 publications

MNEs Subsidiary Training and Development and Firm Innovative Performance: The Moderating Effects of Tacit and Explicit Knowledge Received from Headquarters

MNEs Subsidiary Training and Development and Firm Innovative Performance: The Moderating Effects of Tacit and Explicit Knowledge Received from Headquarters

Employer-provided training and productivity: Evidence from a panel of Japanese Firms

Subordinate evaluations of high-performance managers

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