Training investment and organizational outcomes: a moderated mediation model of employee outcomes and strategic orientation of the HR function

Choi, Myungweon; Yoon, Hea Jun

doi:10.1080/09585192.2014.1003084

Cited by 47 publications

(56 citation statements)

References 80 publications

(114 reference statements)

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“…For this reason, some authors point out that fewer longitudinal studies investigated the relationship between HRM and performance (Alagaraja, 2012). In fact, we only found six articles within our review protocol conducting entirely or partially a longitudinal research (Bal & De Lange, 2015;Block & Pickl, 2014;Choi & Yoon, 2015;Demortier et al, 2014;Knies & Leisink, 2014;Shih et al, 2007).…”

Section: What Investigations Have Been Conducted To Validate the Model?mentioning

confidence: 76%

“…Training and Development Armstrong, Flood, Guthrie, Liu, MacCurtain & Mkamwa., 2010;Bainbridge, 2015;Bello-Pintado, 2015;Block & Pickl, 2014;Boon et al, 2014;Boselie et al, 2005;Boselie, 2010;Choi & Yoon, 2015;Choi, 2014;Claudia, 2015;Demortier et al, 2014;Drummond & Stone, 2007;Ehrnrooth & Björkman, 2012;Fu et al, 2013;Ganli, Long, & Ming, 2014;Gould-Williams & Gatenby, 2010;Guerci et al, 2015;Harney & Jordan, 2008;Innocenti et al, 2011;Jiang, Lepak, Hu, et al, 2012;Katou & Budhwar, 2010;Knies & Leisink, 2014;Kroon et al, 2013;Ming et al, 2014;Munteanu, 2014;Obeidat et al, 2010;Raidén et al, 2006;Ramsay, Scholarios & Harley, 2000;Renwick, Redman & Maguire, 2012;Ruzic, 2015;Sarikwal & Gupta, 2013;Schimansky, 2014;Shih et al, 2007;Shin, Jeong & Bae, 2016;Sterling & Boxall, 2013;Tuuli & Rowlinson, 2009;Vermeeren, Kuipers & Steijn, 2014;Wood et al, 2015) Recruitment and Selection ...…”

Section: Ability (A)mentioning

confidence: 99%

“…Job Performance (Bal & De Lange, 2015;Choi & Yoon, 2015;Demortier et al, 2014;Ehrnrooth & Björkman, 2012;Gould-Williams & Gatenby, 2010;Jiang, Lepak, Hu, et al, 2012) Productivity/ Efficiency (Alagaraja, 2012;Armstrong et al, 2010;Bello-Pintado, 2015;Boselie et al, 2005;Jiang, Lepak, Hu, et al, 2012;Katou & Budhwar, 2010;Kim et al, 2015;Obeidat et al, 2010;Raidén et al, 2006;Ramsay et al, 2000;Vermeeren et al, 2014) Product/ Service Quality (Alagaraja, 2012;Bello-Pintado, 2015;Boselie et al, 2005;Fu et al, 2013;Jiang, Lepak, Hu, et al, 2012;Katou & Budhwar, 2010;Ramsay et al, 2000;Sterling & Boxall, 2013) HRM effectiveness (Bainbridge, 2015;Bos-Nehles et al, 2013;Gilbert, De Winne & Sels, 2015;Harney & Jordan, 2008;Shih et al, 2007) Customer Satisfaction (Alagaraja, 2012;Hughes, 2007;Katou & Budhwar, 2010) …”

Section: Operational Outcomesmentioning

confidence: 99%

“…Market Share (Alagaraja, 2012;Fu et al, 2013;Jiang, Lepak, Han, et al, 2012;Munteanu, 2014) Profitability (Alagaraja, 2012;Boselie et al, 2005;Fu et al, 2013;Kaufman, 2015;Kim et al, 2015;Obeidat et al, 2010;Ramsay et al, 2000;Shih et al, 2007) Return on Assets (ROA) (Alagaraja, 2012;Choi & Yoon, 2015;Choi, 2014;Jiang, Lepak, Hu, et al, 2012;Obeidat et al, 2010;Ruzic, 2015) Sales Growth (Alagaraja, 2012;Drummond & Stone, 2007;Fu et al, 2013;Jiang, Lepak, Hu, et al, 2012;Kaufman, 2015;Obeidat et al, 2010) …”

Section: Bundle Measures Research Articles Financial Outcomesmentioning

confidence: 99%

“…Job Description (Bainbridge, 2015;Block & Pickl, 2014;Boon et al, 2014;Boselie et al, 2005;Bos-Nehles et al, 2013;Fu et al, 2013;Guerci et al, 2015;Harney & Jordan, 2008;Innocenti et al, 2011;Jiang, Lepak, Hu, et al, 2012;Katou & Budhwar, 2010;Knies & Leisink, 2014;Shin et al, 2016), Support from HR Professionals (Bos-Nehles et al, 2013;Choi & Yoon, 2015;Renwick et al, 2012;Schimansky, 2014) Job Rotation (Boselie, 2010;Choi, 2014;Katou & Budhwar, 2010;Shin et al, 2016) Level of Internationalization (Kim et al, 2015) Favorable Work Conditions (Block & Pickl, 2014) …”

Section: Opportunity (O) (Job Design)mentioning

confidence: 99%

See 4 more Smart Citations

Deconstructing AMO framework: a systematic review

2016

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Purpose: The AMO framework has been widely accepted in HRM literature for explaining the linkage between human resources practices and performance. However, it remains unclear whether this model has been fully demonstrated or not. Hence, we propose a systematic review that aims at identifying those investigations that have thoroughly tested the model, as well as the approaches used by them. Findings: AMO model is an excellent and structured framework that provides a better understanding of the relationship between HRM and performance. Moreover, the effectiveness of the model's proposal appears to be beyond doubt. In fact, a well trained and skilled employee will perform better, and a motivated worker will be ready to "go the extra mile".Likewise, if the work environment does not provide adequate opportunities, both abilities and motivation might become meaningless. However, we consider that many other factors could influence the positive effects of HPWS. As a matter of fact, not only contextual factors, but -1040-Intangible Capital -http://dx.doi.org/10.3926/ic.838 also individual beliefs, personal affinities, or personal circumstances (among others) might affect the implementation of these practices and the subsequent outcomes. For this reason, we consider that developing an HRM model that perfectly fit any situation is a very complicated, if not impossible, task. Research limitations/implications:The results show a significant variability in both research approaches and variables taken into consideration. In addition, it seems that little research has been conducted to verify the AMO model directly. Therefore, we consider that there is a great need to study the model from a more systematic perspective. A thorough understanding of the model could lead to a better understanding of the problems that organizations face when implementing human resource practices.Originality/value: Our study shed light on some aspects of the AMO framework within the HRM context. Specifically, we aimed to identify whether or not it is possible to confirm the model as it was originally proposed. We also find out which HR practices and measures of performance were considered across investigations, to define a standard approach.

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Section: What Investigations Have Been Conducted To Validate the Model?mentioning

confidence: 76%

Section: Ability (A)mentioning

confidence: 99%

Section: Operational Outcomesmentioning

confidence: 99%

Section: Bundle Measures Research Articles Financial Outcomesmentioning

confidence: 99%

Section: Opportunity (O) (Job Design)mentioning

confidence: 99%

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Deconstructing AMO framework: a systematic review

2016

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Measuring the organizational impact of training: The need for greater methodological rigor

Garavan

McCarthy

Sheehan

et al. 2019

Human Resource Dev Quarterly

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We review the methodological rigor of empirical quantitative studies that have investigated the training and organizational performance relationship. Through a content analysis of 217 studies published in quality journals, we demonstrate significant validity threats (internal, external construct, and statistical conclusion validity) that raise questions about the methodological rigor of the field. Our findings suggest that the time is appropriate for a renewed methodological endeavor to understanding the relationship between training and organizational performance. We make specific recommendations to enhance methodological rigor and generate research findings that will enhance operationalization of theory, help researchers to make inferences about causality, and inform the decision‐making of Human Resource Development (HRD) practitioners.

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Training and its influence on competitive strategy implementation

Osorio-Londoño

Valencia

Hernández

2019

Human Resource Dev Quarterly

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This study evaluates the influence of training on competitive strategy implementation, a little-explored relationship in the strategic human resource literature. Theoretically, this goal is grounded in the resource-based view of the firm, which postulates that training is a strategic resource. Additionally, contingency theory is adopted herein, in order to understand the ways in which training varies, in accordance with firm strategy. Relationships between training in specific content and Milesand Snow's opposite strategies (prospector and defender) were proposed and subsequently tested in 205 large Colombian industrial companies, through structural equation modeling. Given that prospectors compete via new products and market development, and defenders through operational efficiency, it was found that research-development, marketing, and sales training support prospector strategy implementation, and that operations management and finance training support defender strategy implementation. The results further indicate that, if training contents are not linked to the correct strategy, they do not support its implementation. In organizational terms, this suggests that training supports strategy implementation, as long as employees are trained in the appropriate content. K E Y W O R D S training/training and development, strategic HRD, human resource management, human capital, competencies/competency

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Training investment and organizational outcomes: a moderated mediation model of employee outcomes and strategic orientation of the HR function

Cited by 47 publications

References 80 publications

Deconstructing AMO framework: a systematic review

Deconstructing AMO framework: a systematic review

Measuring the organizational impact of training: The need for greater methodological rigor

Training and its influence on competitive strategy implementation

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