Workplace learning and its organizational benefits for small enterprises

Abstract

PurposeThe purpose of this study is to explore small firm owners' perceptions of the impact of employee training on small firm competitiveness in the context of Greece.Design/methodology/approachThe research adopts a qualitative orientation. Empirical data were collected from 43 owners of small and micro‐firms operating in various sectors of the Greek manufacturing industry through personal semi‐structured interviews.FindingsThe empirical evidence reveals that informal staff training can help Greek small firms face the challenges of the future. More specifically, the interview findings indicated that workplace training can: reduce employee errors in the production process; help small firms to meet skill shortage needs; facilitate the introduction of new technology; and enhance worker employability.Practical implicationsThe paper argues that a key challenge for policy makers and employers in this area is to facilitate informal learning within small firms in order to improve firm performance. In the same manner, work‐integrated learning (WIL) seems to have a vital role to play in the performance of Greek small enterprises since WIL programs have the potential to address skills mismatch issues.Originality/valueThe study brings new insights around the benefits of informal staff training and work‐integrated learning for small and micro‐firm performance in the context of a small European country like Greece, where there has been scant research and very limited understanding.

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

“…The diversity of performance aspirations amongst SMEs is not adequately reflected in performance measures adopted by researchers. Our review does highlight that studies have found positive relationships between both formal and informal HRD activity and performance outcomes (Greenidge et al ., ; Jones, ; Panagiotakopoulos, ; Ram et al ., ). Benefits such as increased cost‐effectiveness, quality, innovation and ability to adapt to change are cited (Beaver and Hutchings, ; Lange et al ., ; Macpherson and Jayawarna, ), as are the ability to meet regulatory requirements (Coetzer et al ., ) and greater flexibility (Collins and Smith, ; Matlay, ).…”

The owner-manager’s role as a facilitator of informal learning in small businesses

“…The owner-manager's personal learning orientation and view on the importance of workplace learning are emphasised in findings of several studies (e.g., Ahlgren and Engel 2011; Bishop 2017a; Macpherson et al 2003;Panagiotakopoulos 2011). Personal learning orientation has been defined as "a concern for, and dedication to, developing one's competence" (Gong, Huang and Farh 2009, 765) and "ability, personality, and interests related to learning and development activities in the workplace" (Choi and Jacobs 2011, 242).…”

A kicsi szép? Tanulás és fejlődés a kisvállalkozásokban

“…A nagyvállalati környezet sajátosságait megragadó és az azt leíró analitikus terminológia nem alkalmas arra, hogy a kisvállalatok valódi tanulási folyamatainak megértését előmozdítsa. A kisvállalkozásokban zajló tanulási folyamatok összetettek, ez pedig olyan pozitív kimenetet is jelenthet, amelynek elemzése újfajta megközelítést igényel (Panagiotakopoulos, 2011).…”

“…Továbbá a cégtulajdonosokkal készített interjú gyakori kutatási módszer a KKV-k EEF-folyamatait vizsgáló tanulmányok esetében (ld. Beaver & Lashley, 1998;Coetzer & Perry, 2008;Keogh et al, 2005;Kerr & McDougall, 1999;Marzec et al, 2009;Panagiotakopoulos, 2011;Perry et al, 2010). Feltételeztük, hogy a tulajdonosnak jelentős szerepe van az EEF-gyakorlatok kialakításában, és a tulajdonos -a vállalkozás kis mérete miatt -e gyakorlatokról valós és hiteles képet tud adni.…”