Training and Development in the Franchisor‐franchisee Relationship

Abstract

The franchising process is essentially an attempt to “reproduce” in another location, a successful “model”. As such, it is heavily dependent on the effective transfer of knowledge and skills from one location to another. The training and development process, then, is at the centre of attempts to ensure accurate “reproduction”. In this context, training and development have been widely touted; for example, a recent International Franchise Association survey ranked them as highly important communication mechanisms.

Human resource management practices affecting unit managers in franchise networks

“…Thus, as a first step in bridging the human resource management (HRM) and franchising literatures, we provide an HRM perspective on franchising. Despite the acknowledged importance of human resources and human capital to operating franchises and other types of new ventures (e.g., Ciavarella, 2003;LaVan, Coye, & Latona, 1988;Truss, 2004) Becker & Huselid, 2006;Wright & McMahan, 1992).…”