A Model of Learning and Development Effectiveness in Organisations

This chapter presents an open system informed model of training effectiveness in organisations. The model is composed of inputs, process components and outputs. The inputs consist of macro external inputs, internal micro-level inputs and training design inputs. The process elements of the model consist of three components: individual and organisational reactions to training, individual and organisational learning outcomes, and individual and organisational-level training transfer factors. The outputs component of the model consists of emergence enablers, collective human resource outcomes, operational performance outcomes and financial outcomes. The chapter summarises the literature on each component of the model.

[1]  R. Noe.  Trainees' Attributes and Attitudes: Neglected Influences on Training Effectiveness , 1986 .

[2]  Juan José Tarí,et al.  The influence of soft factors on quality improvement and performance: Perceptions from managers , 2008 .

[3]  W. L. Cron,et al.  The role of goal orientation following performance feedback. , 2001, The Journal of applied psychology.

[4]  Dan S. Chiaburu,et al.  Can do or will do? The importance of self-efficacy and instrumentality for training transfer , 2008 .

[5]  M. Hassan,et al.  Impact of HR Practices on Employee Satisfaction and Employee Loyalty: An Empirical Study of Government Owned Public Sector Banks of Pakistan , 2013 .

[6]  Robert E. Ployhart,et al.  Human Capital Is Dead; Long Live Human Capital Resources! , 2014 .

[7]  Michael J. Kavanagh,et al.  Applying Trained Skills on the Job: The Importance of the Work Environment , 1995 .

[8]  S. Gully,et al.  Role of goal orientation, ability, need for achievement, and locus of control in the self-efficacy and goal--setting process. , 1997 .

[9]  S. López,et al.  Organizational learning as a determining factor in business performance , 2005 .

[10]  S. Kozlowski,et al.  Multilevel Theory, Research, a n d M e t h o d s i n Organizations Foundations, Extensions, and New Directions , 2022 .

[11]  Joseph T. Mahoney,et al.  Human capital matters: Market valuation of firm investments in training and the role of complementary assets , 2017 .

[12]  Peter Mühlau,et al.  Human resource systems and employee performance in Ireland and the Netherlands: a test of the complementarity hypothesis , 2006 .

[13]  John E. Delery,et al.  An organization-level analysis of voluntary and involuntary turnover. , 1998 .

[14]  Jason L. Huang,et al.  IGNORED NO MORE: WITHIN‐PERSON VARIABILITY ENABLES BETTER UNDERSTANDING OF TRAINING TRANSFER , 2017 .

[15]  Wendy J. Casper,et al.  Examining the factor structure of participant reactions to training: A multidimensional approach , 2000 .

[16]  Justin M. Weinhardt,et al.  Change one can believe in: Adding learning to computational models of self-regulation , 2014 .

[17]  Mohammad Hossein Jarrahi,et al.  Artificial intelligence and the future of work: Human-AI symbiosis in organizational decision making , 2018, Business Horizons.

[18]  Denis Chênevert,et al.  The role of HRM practices, procedural justice, organizational support and trust in organizational commitment and in-role and extra-role performance , 2010 .

[19]  Murray R. Barrick,et al.  Personality and job performance: test of the mediating effects of motivation among sales representatives. , 2002, The Journal of applied psychology.

[20]  M. Wright,et al.  Insider ownership, human resource strategies and performance in a transition economy , 2003 .

[21]  Levent Altinay,et al.  Exploring the relationship between the human resource management practices and growth in small service firms , 2008 .

[22]  Brian Magerko,et al.  IMPROVING INTERACTIVE TRAINING THROUGH INDIVIDUALIZED CONTENT AND INCREASED ENGAGEMENT , 2005 .

[23]  Leslie B. Hammer,et al.  The influence of family-supportive supervisor training on employee job performance and attitudes: An organizational work-family intervention. , 2016, Journal of occupational health psychology.

[24]  Johnny Jermias,et al.  Linking Key Performance Indicators to New International Venture Survival , 2016 .

[25]  N. Schmitt,et al.  THE INFLUENCE OF TRAINEE ATTITUDES ON TRAINING EFFECTIVENESS: TEST OF A MODEL , 1986 .

[26]  Sharon K. Gibson.  Social Learning (Cognitive) Theory and Implications for Human Resource Development , 2004 .

[27]  Paul Jansen,et al.  How the impact of HR practices on employee well-being and performance changes with age , 2013 .

[28]  Sylvie Guerrero,et al.  Motivation to train from the workers' perspective: example of French companies , 2001 .

[29]  R. A. Inman,et al.  Sustainability knowledge and training: outcomes and firm performance , 2019, Journal of Manufacturing Technology Management.

[30]  Robert E. Ployhart,et al.  The effects of staffing and training on firm productivity and profit growth before, during, and after the Great Recession. , 2014, The Journal of applied psychology.

[31]  C. C. Snow,et al.  Strategy, Distinctive Competence, and Organizational Performance. , 1980 .

[32]  James A. Tan,et al.  The role of employee reactions in predicting training effectiveness , 2003 .

[33]  Timothy A. Judge,et al.  Job satisfaction : how people feel about their jobs and how it affects their performance , 1994 .

[34]  Elwood F. Holton,et al.  The relationship between learner utility reactions and predicted learning transfer among trainees , 2002 .

[35]  Debra Steele-Johnson,et al.  A meta‐analytic evaluation of diversity training outcomes , 2013 .

[36]  Wayne F. Cascio,et al.  Global Talent Management and Performance in Multinational Enterprises: A Multilevel Perspective , 2018, Journal of Management.

[37]  J. Benson,et al.  The impact of human resource management on export performance of Chinese manufacturing enterprises , 2003 .

[38]  John Sweller,et al.  Cognitive Load Theory: Instructional Implications of the Interaction between Information Structures and Cognitive Architecture , 2004 .

[39]  Pierre J. Richard,et al.  Measuring Organizational Performance: Towards Methodological Best Practice , 2009 .

[40]  S. Birley,et al.  Private business sales environments in the United Kingdom , 1990 .

[41]  Xiaofeng He,et al.  British SMEs’ e-commerce technological investments and firm performance: an RBV perspective , 2015, Technol. Anal. Strateg. Manag..

[42]  Patrick Kampkötter,et al.  Do employees reciprocate to intra-firm trainings? An analysis of absenteeism and turnover rates , 2015 .

[43]  Timothy T. Baldwin,et al.  Transfer of Training: A Meta-Analytic Review , 2010 .

[44]  N. Clarke.  The politics of training needs analysis , 2003 .

[45]  B. Dostie.  The Impact of Training on Innovation , 2018 .

[46]  Eduardo Salas,et al.  Leadership Training Design, Delivery, and Implementation: A Meta-Analysis , 2017, The Journal of applied psychology.

[47]  J. Gould-Williams.  HR practices, organizational climate and employee outcomes: evaluating social exchange relationships in local government , 2007 .

[48]  Hélène Deacon,et al.  Survey of Canadian Speech-Language Pathology Service Delivery to Linguistically Diverse Clients , 2012 .

[49]  A. Raineri,et al.  Linking human resources practices with performance: the simultaneous mediation of collective affective commitment and human capital , 2017 .

[50]  Shay S. Tzafrir,et al.  The effect of human resource management practices on the perceptions of organizational and market performance of the firm , 1999 .

[51]  Phyllis Tharenou.  THE RELATIONSHIP OF TRAINING MOTIVATION TO PARTICIPATION IN TRAINING AND DEVELOPMENT. , 2001 .

[52]  M. F. Giangreco,et al.  Paraprofessionals in Inclusive Schools: A Review of Recent Research , 2010 .

[53]  Samer Khasawneh,et al.  Organizational Learning Culture, Learning Transfer Climate and Perceived Innovation in Jordanian Organizations , 2005 .

[54]  Victoria Browning.  The relationship between HRM practices and service behaviour in South African service organizations , 2006 .

[55]  Glenn M. McEvoy,et al.  Human Resource Management, TQM, and Firm Performance in Small and Medium-Size Enterprises , 2000 .

[56]  T. Garavan,et al.  Understanding the HRD Role in MNCs:The Imperatives of Social Capital and Networking , 2009 .

[57]  M. B. Lee,et al.  Business Strategy, Participative Human Resource Management and Organizational Performance: The Case of South Korea , 1996 .

[58]  Paul Sparrow,et al.  The role of the corporate HR function in global talent management , 2010 .

[59]  Winston Bennett,et al.  A META-ANALYSIS OF THE RELATIONS AMONG TRAINING CRITERIA , 1997 .

[60]  Jing-Wen Huang,et al.  Strategic human resource practices and innovation performance — The mediating role of knowledge management capacity , 2009 .

[61]  Antonio P. Gutierrez,et al.  Latino worker perceptions of construction risks. , 2010, American journal of industrial medicine.

[62]  T. Maurer,et al.  Investigation of perceived environment, perceived outcome, and person variables in relationship to voluntary development activity by employees. , 1994, The Journal of applied psychology.

[63]  Elwood F. Holton,et al.  The effectiveness of managerial leadership development programs: a meta-analysis of studies from 1982-2001 , 2004 .

[64]  C. Curado,et al.  Voluntary or Mandatory Enrollment in Training and the Motivation to Transfer Training , 2015 .

[65]  P. Nick Blanchard,et al.  Effective Training: Systems, Strategies and Practices , 1998 .

[66]  Pratyush Banerjee,et al.  Influence of Organizational Learning Culture on Knowledge Worker’s Motivation to Transfer Training: Testing Moderating Effects of Learning Transfer Climate , 2017 .

[67]  Fenwick Feng Jing,et al.  Enhancing performance in small professional firms through vision communication and sharing , 2014 .

[68]  Winston Bennett,et al.  Effectiveness of training in organizations: a meta-analysis of design and evaluation features. , 2003, The Journal of applied psychology.

[69]  E. Salas,et al.  Application of cognitive, skill-based, and affective theories of learning outcomes to new methods of training evaluation. , 1993 .

[70]  Darlene Russ-Eft,et al.  In Search of the Holy Grail: Return on Investment Evaluation in Human Resource Development , 2005 .

[71]  Dianna L. Stone,et al.  Personnel Selection Procedures and Invasion of Privacy , 2003 .

[72]  Karin A. Orvis,et al.  Antecedents and Outcomes of Informal Learning Behaviors: a Meta-Analysis , 2018 .

[73]  Y. Baruch,et al.  A bridge over troubled water: Replication, integration and extension of the relationship between HRM practices and organizational performance using moderating meta-analysis , 2017 .

[74]  Waheed Akbar Bhatti,et al.  The effect of knowledge management practices on organizational performance: A conceptual study , 2011 .

[75]  M. Frese,et al.  Increasing Personal Initiative in Small Business Managers or Owners Leads to Entrepreneurial Success: A Theory-Based Controlled Randomized Field Intervention for Evidence-BasedManagement , 2014 .

[76]  R. Ely.  A field study of group diversity, participation in diversity education programs, and performance , 2004 .

[77]  Karen E. Watkins,et al.  The construct of the learning organization: Dimensions, measurement, and validation , 2004 .

[78]  Katherine Ely,et al.  A review and meta-analysis of the nomological network of trainee reactions. , 2008, The Journal of applied psychology.

[79]  C. Watkins.  Classrooms as learning communities: a review of research , 2005 .

[80]  P. Sparrow.  Globalisation of the HR function level: exploring the issues through international recruitment, selection and assessment processes , 2007 .

[81]  Chung-Ming Lau,et al.  The HR system, organizational culture, and product innovation , 2004 .

[82]  E. Parry,et al.  The effect of training on organizational performance: differences by age composition and cultural context , 2012 .

[83]  Elwood F. Holton.  The flawed four‐level evaluation model , 1996 .

[84]  Marissa L. Shuffler,et al.  Understanding and improving teamwork in organizations: a scientifically based practical guide , 2015 .

[85]  Goo Hyeok Chung,et al.  Implementing innovations within organizations: a systematic review and research agenda , 2017 .

[86]  S. Hsueh,et al.  A study on the relationship between intellectual capital and business performance in the engineering consulting industry: A path analysis , 2007 .

[87]  R. Kanfer,et al.  Successful Aging at Work: The Role of Job Crafting , 2015 .

[88]  B. I. Van der Heijden,et al.  One HRM Fits All? A Meta-Analysis of the Effects of HRM Practices in the Public, Semipublic, and Private Sector , 2020 .

[89]  Paul E. Tesluk,et al.  Developing leaders' strategic thinking through global work experience: the moderating role of cultural distance. , 2014, The Journal of applied psychology.

[90]  J. Terborg,et al.  ORGANIZATIONAL PERFORMANCE AND ORGANIZATIONAL LEVEL TRAINING AND SUPPORT , 1985 .

[91]  Vathsala Wickramasinghe,et al.  Autonomy support, need fulfilment and job performance in lean implemented textile and apparel firms , 2017 .

[92]  Oscar F. Bustinza,et al.  Six sigma, absorptive capacity and organisational learning orientation , 2012 .

[93]  Garry A. Gelade,et al.  The Impact of Human Resource Management and Work Climate on Organizational Performance , 2003 .

[94]  Ronan Carbery,et al.  Training and organisational performance: A meta‐analysis of temporal, institutional and organisational context moderators , 2020 .

[95]  M. Hitt,et al.  The new competitive landscape , 1995 .

[96]  Federica Ricceri,et al.  Intellectual Capital and Knowledge Management: Strategic Management of Knowledge Resources , 2008 .

[97]  Mien Segers,et al.  Transfer of training : adding insight through social network analysis , 2013 .

[98]  J. Colquitt,et al.  Toward an integrative theory of training motivation: a meta-analytic path analysis of 20 years of research. , 2000, The Journal of applied psychology.

[99]  Richard A. Posthuma,et al.  Perceptions and behaviors of Hispanic workers: a review , 2014 .

[100]  C. Lance,et al.  Generational Differences in Work Values: Leisure and Extrinsic Values Increasing, Social and Intrinsic Values Decreasing , 2010 .

[101]  R. Valle,et al.  Does training managers pay off? , 2013 .

[102]  James Duggan,et al.  L&D professionals in organisations: much ambition, unfilled promise , 2019 .

[103]  K. Kraiger,et al.  Benefits of training and development for individuals and teams, organizations, and society. , 2009, Annual review of psychology.

[104]  R. Yusoff,et al.  The link between HRM practices and performance in Malaysian SMEs , 2018 .

[105]  Timothy T. Baldwin,et al.  TRANSFER OF TRAINING: A REVIEW AND DIRECTIONS FOR FUTURE RESEARCH , 1988 .

[106]  D. Gijbels,et al.  The Influence of Job Characteristics and Self‐Directed Learning Orientation on Workplace Learning , 2014 .

[107]  F. Cheung,et al.  Older workers' successful aging and intention to stay , 2013 .

[108]  Ingrid C. Chadwick,et al.  Motivating Organizations to Learn , 2015 .

[109]  G. McLean,et al.  Influence of Demographic Factors and Ownership Type Upon Organizational Learning Culture in Chinese Enterprises , 2007 .

[110]  N. Takeuchi,et al.  Testing mediation effects of social and economic exchange in linking organizational training investment to employee outcomes , 2019, Personnel Review.

[111]  Thomas N. Garavan,et al.  Strategic human resource development: towards a conceptual framework to understand its contribution to dynamic capabilities , 2016 .

[112]  K. Townsend,et al.  Ability, Motivation and Opportunity theory: a formula for employee performance? , 2019, Elgar Introduction to Theories of Human Resources and Employment Relations.

[113]  Huw Beynon,et al.  Managing Employment Change , 2002 .

[114]  A. de Grip,et al.  Does perceived support in employee development affect personnel turnover? , 2011 .

[115]  Alexandros G. Sahinidis,et al.  Employee Perceived Training Effectiveness Relationship to Employee Attitudes. , 2008 .

[116]  Jeremy M. Beus,et al.  The Relationship Between Typical and Maximum Performance: A Meta-Analytic Examination , 2012 .

[117]  Traci Sitzmann,et al.  When is ignorance bliss? The effects of inaccurate self-assessments of knowledge on learning and attrition , 2012 .

[118]  Paul Sparrow,et al.  An integrative framework for understanding cross-national human resource management practices , 2002 .

[119]  Don Tapscott,et al.  Grown Up Digital: How the Net Generation is Changing Your World , 2008 .

[120]  Karen A. Jehn,et al.  A meta-analytical integration of over 40 years of research on diversity training evaluation. , 2016 .

[121]  Andrea D. Ellinger,et al.  Coaching at the heart of managerial effectiveness: A cross-cultural study of managerial behaviours , 2006 .

[122]  P. O'Connell,et al.  Does Training Generally Work? The Returns to in-Company Training , 1999, SSRN Electronic Journal.

[123]  D. Denison.  What is the Difference Between Organizational Culture and Organizational Climate? A Native's Point of View on a Decade of Paradigm Wars , 1996 .

[124]  Godwin C. Ariguzo,et al.  The structural components of a knowledge-based economy , 2013 .

[125]  Albert Rehmann,et al.  A Handbook of Flight Simulation Fidelity Requirements for Human Factors Research. , 1995 .

[126]  D. Holman,et al.  Human Resource Management and Performance in UK Call Centres , 2006 .

[127]  R. Peccei,et al.  Delivering Customer-Oriented Behaviour through Empowerment: An Empirical Test of HRM Assumptions , 2001 .

[128]  Luke Fletcher.  Training perceptions, engagement, and performance: comparing work engagement and personal role engagement , 2016 .

[129]  Murray R. Barrick,et al.  THE BIG FIVE PERSONALITY DIMENSIONS AND JOB PERFORMANCE: A META-ANALYSIS , 1991 .

[130]  Kathryn E. Keeton,et al.  To Infinity and Beyond: Using a Narrative Approach to Identify Training Needs for Unknown and Dynamic Situations , 2013 .

[131]  Amy C. Edmondson,et al.  Psychological Safety, Trust, and Learning in Organizations: A Group-Level Lens. , 2004 .

[132]  Robert E. Ployhart,et al.  Emergence of the Human Capital Resource: A Multilevel Model , 2011 .

[133]  James H. Dulebohn,et al.  Are we there yet? What's next for HR? , 2015 .

[134]  Charles-Henri d'Arcimoles,et al.  Human Resource Policies and Company Performance: A Quantitative Approach Using Longitudinal Data , 1997 .

[135]  A. Khan,et al.  Effect of Self-Efficacy and Instrumentality Beliefs on Training Implementation Behaviors: Testing the Moderating Effect of Organizational Climate , 2019, Review of Public Personnel Administration.

[136]  Choi Sang Long,et al.  The relationship between training and organizational commitment among academicians in Malaysia , 2015 .

[137]  Robert Karasek,et al.  Healthy Work : Stress, Productivity, and the Reconstruction of Working Life , 1990 .

[138]  B. Murray,et al.  Single‐site, results‐level evaluation of quality awareness training , 1997 .

[139]  Mirta Diaz-Fernandez,et al.  Innovation and firm performance: the role of human resource management practices , 2015 .

[140]  Traci Sitzmann,et al.  A meta-analysis of self-regulated learning in work-related training and educational attainment: what we know and where we need to go. , 2011, Psychological bulletin.

[141]  N. Glaveli,et al.  Exploring a possible route through which training affects organizational performance: the case of a Greek bank , 2011 .

[142]  P. Warr,et al.  TRAINEE CHARACTERISTICS AND THE OUTCOMES OF OPEN LEARNING , 1995 .

[143]  Raquel Sanz-Valle,et al.  Effects of training on business results1 , 2003 .

[144]  Raymond A. Noe,et al.  Employee Training and Development , 2001 .

[145]  Timothy D. Lee,et al.  Distribution of Practice in Motor Skill Acquisition: Learning and Performance Effects Reconsidered , 1988 .

[146]  Elizabeth Levy Paluck,et al.  Diversity Training and Intergroup Contact: A Call to Action Research , 2006 .

[147]  David P. Lepak,et al.  Human Resource Management, Manufacturing Strategy, and Firm Performance , 1996 .

[148]  F. C. Schultz,et al.  The Vision Thing: An Experiential Exercise Introducing the Key Activities Performed By Leaders , 2014 .

[149]  B. Kuvaas,et al.  The Relationship between Perceived Training Opportunities, Work Motivation and Employee Outcomes , 2008 .

[150]  Isabella Hatak,et al.  A meta-analysis of different HR-enhancing practices and performance of small and medium sized firms , 2016 .

[151]  Linda C. Isenhour,et al.  Advancing theory and research on employee behavior in China , 2012 .

[152]  T. Lam,et al.  New Employees' Turnover Intentions and Organizational Commitment in the Hong Kong Hotel Industry , 2002 .

[153]  G. Latham,et al.  Goal Setting and Goal Orientation: An Integration of Two Different Yet Related Literatures , 2004 .

[154]  Sjoerd Beugelsdijk,et al.  Strategic Human Resource Practices and Product Innovation , 2008 .

[155]  R E Miles,et al.  Organizational strategy, structure, and process. , 1978, Academy of management review. Academy of Management.

[156]  H. Liao,et al.  A MULTILEVEL INVESTIGATION OF FACTORS INFLUENCING EMPLOYEE SERVICE PERFORMANCE AND CUSTOMER OUTCOMES , 2004 .

[157]  Debra J. Cohen,et al.  What motivates trainees , 1990 .

[158]  Eduardo Salas,et al.  The Role of Work Environment in Training Sustainment: A Meta-Analysis , 2020, Hum. Factors.

[159]  E. Salas,et al.  The science of training: a decade of progress. , 2001, Annual review of psychology.

[160]  Félix Guillén,et al.  A Conceptual Model of Referee Efficacy , 2010, Front. Psychology.

[161]  Jill E. Ellingson,et al.  The future of employee development , 2019, Human Resource Management Review.

[162]  K. Brown.  An examination of the structure and nomological network of trainee reactions: a closer look at "smile sheets". , 2005, The Journal of applied psychology.

[163]  Ales Berk,et al.  Establishing the Value of Flexibility Created by Training: Applying Real Options Methodology to a Single HR Practice , 2010, Organ. Sci..

[164]  Marilyn E. Gist,et al.  EFFECTS OF SELF‐EFFICACY AND POST‐TRAINING INTERVENTION ON THE ACQUISITION AND MAINTENANCE OF COMPLEX INTERPERSONAL SKILLS , 2006 .

[165]  Nha Nguyen,et al.  Cues used by customers evaluating corporate image in service firms: an empirical study in financial institutions , 1996 .

[166]  A. Tziner,et al.  Effects of Trainee Characteristics on Training Effectiveness , 2007 .

[167]  R. N. Anantharaman,et al.  Impact of people management practices on organizational performance: analysis of a causal model , 2003 .

[168]  Dianna L. Stone,et al.  Challenges and opportunities affecting the future of human resource management , 2015 .

[169]  Bård Kuvaas,et al.  It Takes Three to Tango: Exploring the Interplay among Training Intensity, Job Autonomy, and Supervisor Support in Predicting Knowledge Sharing , 2015 .

[170]  Melissa M. Appleyard,et al.  Employment Practices and Semiconductor Manufacturing Performance , 2001 .

[171]  R. Valle,et al.  Training and Performance: The Mediating Role of Organizational Learning , 2014 .

[172]  A. Caetano,et al.  Is training leaders in functional leadership a useful tool for improving the performance of leadership functions and team effectiveness , 2015 .

[173]  Susan Meyer Goldstein,et al.  The Role of Clinical and Process Quality in Achieving Patient Satisfaction in Hospitals , 2004, Decis. Sci..

[174]  S. Snell,et al.  Human resources and the resource based view of the firm , 2001 .

[175]  Tamer K. Darwish,et al.  The role of strategic HR practices in organisational effectiveness: an empirical investigation in the country of Jordan , 2013 .

[176]  Martha Reeves,et al.  Evaluation of Training , 1993 .

[177]  M. Cobblah,et al.  Staff training and development programmes and work performance in the university libraries in Ghana , 2017 .

[178]  Richard D. Johnson,et al.  Human resource metrics and decision support: A classification framework , 2013 .

[179]  Riccardo Peccei,et al.  Checking Out Service: Evaluating Excellence, HRM and TQM in Retailing , 1997 .

[180]  Steven W. Schmidt.  The Relationship between Job Training and Job Satisfaction: A Review of Literature , 2010, Int. J. Adult Vocat. Educ. Technol..

[181]  Inmaculada Beltrán-Martín,et al.  Examining the Intermediate Role of Employee Abilities, Motivation and Opportunities to Participate in the Relationship between HR Bundles and Employee Performance , 2018 .

[182]  Bernard P. Veldkamp,et al.  Exploring differential effects of supervisor support on transfer of training , 2005 .

[183]  Toby Marshall Egan,et al.  The effects of organizational learning culture and job satisfaction on motivation to transfer learning and turnover intention , 2004 .

[184]  F. Reichheld.  The one number you need to grow. , 2003, Harvard business review.

[185]  P. Bal,et al.  Age-related differences in the relations between individualised HRM and organisational performance: a large-scale employer survey , 2015 .

[186]  Zheng Gu,et al.  Drivers of job satisfaction as related to work performance in Macao casino hotels , 2009, International Journal of Contemporary Hospitality Management.

[187]  Justin M. Weinhardt,et al.  Training Engagement Theory: A Multilevel Perspective on the Effectiveness of Work-Related Training , 2018 .

[188]  S. Akhtar,et al.  Strategic HRM practices and their impact on company performance in Chinese enterprises , 2008 .

[189]  D. Cervone,et al.  Anchoring, Efficacy and Action: The Influence of Judgmental Heuristics on Self-Efficacy Judgments a , 1986 .

[190]  A. Sánchez,et al.  Teleworking and workplace flexibility: a study of impact on firm performance , 2007 .

[191]  K. Alfes,et al.  The relationship between perceived training and development and employee retention: the mediating role of work attitudes , 2018 .

[192]  Competence development and performance among Swedish micro firms , 2014 .

[193]  Belgin Okay-Somerville,et al.  A multilevel examination of skills-oriented human resource management and perceived skill utilization during recession: Implications for the well-being of all workers , 2018, Human Resource Management.

[194]  John E. Mathieu,et al.  INDIVIDUAL AND SITUATIONAL INFLUENCES ON THE DEVELOPMENT OF SELF‐EFFICACY: IMPLICATIONS FOR TRAINING EFFECTIVENESS , 2006 .

[195]  Emmanuel Metais,et al.  A Socio-Economic Study of Companies through Their Training Policies: New Empirical Considerations in the French Context , 1998 .

[196]  P. Ackerman,et al.  Motivation and cognitive abilities: an integrative/aptitude-treatment interaction approach to skill acquisition , 1989 .

[197]  Gregory M. Hurtz,et al.  Attitudinal and motivational antecedents of participation in voluntary employee development activities. , 2009, The Journal of applied psychology.

[198]  Aviad E. Raz,et al.  What a difference a role makes: Occupational and organizational characteristics related to the HR strategic role among human resource managers , 2017 .

[199]  Tai-Kuei Yu,et al.  Exploring factors that influence knowledge sharing behavior via weblogs , 2010, Comput. Hum. Behav..

[200]  D. West.  The Future of Work: Robots, AI, and Automation , 2018 .

[201]  Zeynep Aycan,et al.  Impact of Culture on Human Resource Management Practices: A 10-Country Comparison Влияние культуры на практику HR-менеджмента: сравнение 10 стран , 2000 .

[202]  Judith A. Kolb,et al.  An examination of work‐environment support factors affecting transfer of supervisory skills training to the workplace , 2004 .