The potential training impact of technology on SMEs in Northern Ireland

Abstract

The rapid development of technology and the consequent change in working practices require a dramatically different approach towards training and development in organisations than has traditionally been the case. A review of the literature reveals a negative attitude towards training and development in SMEs, with long-term strategy being substituted for short-term financial gain. Our results confirm this conjecture that the same holds true in Northern Ireland, which is witnessing rapid technological advancement. This article lays the foundations for a body of work which will provide greater insights into training and development needs in SMEs.

Training Services in Small and Medium-sized Enterprises: Evidence from Poland

“…For example, Westhead and Storey (1996) indicate that SMEs employees more rarely receive training than their larger counterparts. The same trend is confirmed in other research, according to which companies from SME sector do not seem to invest much in employee training and often perceive training as a cost rather than an investment (McCole et al, 2001). Generally, it is reported in the literature that training needs increase with the company sizethe bigger the company, the bigger the demand for training.…”

“…What is more, changes and innovations concern not only technological factors, but they often constitute a complex social process with human factors playing a very significant role (Adomaviciute, Janiunaite and Stuopyte, 2012). Therefore, as McCole et al (2001) state: 'the nature and quality of employee skills and competencies can facilitate or hinder the positioning of a company's distinctive or differentiated competitive characteristics in a world where the relative standard of goods and services has become similar and easy to imitate' (McCole et al, 2001). This quotation highlights the importance of skills and competencies of employees, which is becoming a source of competitive advantage not only for large companies, but also for SMEs.…”

Human Resource Development in SMEs: A Systematic Review of the Literature

“…This has led many researchers to conclude that SME HRD is inferior or rarely takes place at all (e.g. Bryan, ; Massey, ; McCole et al ., ). Studies extol the virtues of formal HRD (e.g.…”

“…First, studies have investigated an organisational level HRD architecture or system characteristics in SMEs (n = 14). Examples include the strategic and/or learning orientations of SMEs (Aragón-Sánchez, et al, 2003;Gold and Thorpe, 2008), SME HRD policy and programmes (Admiraal and Lockhorst, 2009;Beaver and Lashley, 1998), and the strength of the HRD system in terms of linkages between policies and practices (Devins and Johnson, 2003;Gray and Mabey, 2005;Hoque and Bacon, 2008;McCole et al, 2001).…”

The Effect of CT on HRMS: Case of Automobile Industry in Iran

“…The technology in addition to being a tool in HRM, does effect the strategic procedural aspect of the same (Khalil, 2000;Cronin et al, 2006;Wallace, 2004;Matsui, 2002;McCole et al 2001;Sagie and Weisberg, 2001).One of the strategic aspects of this effect is the recruitment and selection, because human resource management could be adopted only through skilled and knowledgeable staff for optimized CT performance (Pe´rez et al, 2002;Lepak and Snell, 1998 ;Balon and trkman 2003;and Woods, 1999).CT has its effect on training aspect of HRM in a sense that it calls for a review of the organizational objectives. Training is accompanied with advances in CT will result in developing the desired skill and knowledge among the staff (Khalil, 2000;Cronin et al, 2006;Wallace, 2004 andMatsui, 2002).…”