The reciprocal influence of organizational culture and training and development programs

Purpose – The purpose of this paper is to demonstrate that training designers can, and should, account for organizational culture during training needs assessments.Design/methodology/approach – Utilizing the approach and arguments in Giddens' structuration theory, the paper conceptually applies these tenets to training and development programs within organizations.Findings – Within a typical analysis‐design‐develop‐implement‐evaluate (ADDIE) training model, relationships between organizational culture and each step of the training are conceptually available. Organizational culture shapes, influences, and redefines training programs which, in turn, shape, influence, and redefine organizational culture. Including a culture analysis within program planning will ultimately alleviate many of the problems that may arise during the implementation of a training and development program because of cultural resistance and/or clash of values between culture and training.Research limitations/implications – The argumen...

[1]  Ramudu Bhanugopan,et al.  Training needs of nurses in public hospitals in Australia , 2011 .

[2]  A. Hassi,et al.  Organizational training across cultures: variations in practices and attitudes , 2011 .

[3]  Creating leaders or loyalists? conflicting identities in a leadership development programme , 2007 .

[4]  Paul C. Nutt,et al.  Comparing Public and Private Sector Decision-Making Practices , 2006 .

[5]  Ian Martin,et al.  The structuration of blended learning: putting holistic design principles into practice , 2006, Br. J. Educ. Technol..

[6]  C. Zhao,et al.  Management of corporate culture through local managers’ training in foreign companies in China: a qualitative analysis , 2005 .

[7]  Jamie L. Callahan.  Reversing a conspicuous absence: Mindful inclusion of emotion in structuration theory , 2004 .

[8]  François Cooren,et al.  Alternative Perspectives on the Role of Text and Agency in Constituting Organizations , 2004 .

[9]  Peter Axel Nielsen,et al.  Competing values in software process improvement: an assumption analysis of CMM from an organizational culture perspective , 2003, IEEE Trans. Engineering Management.

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

[11]  E. C. Martins,et al.  Building organisational culture that stimulates creativity and innovation , 2003 .

[12]  Udo Staber,et al.  Organizational Adaptive Capacity , 2002 .

[13]  Barbara A. Frey,et al.  Changing a Culture: Evaluation of a Leadership Development Program at Mellon Financial Services , 2001 .

[14]  Darlene Russ-Eft,et al.  Evaluation in Organizations: A Systematic Approach to Enhancing Learning, Performance, and Change , 2001 .

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

[16]  Baiyin Yang,et al.  Power and influence styles in programme planning: relationship with organizational political contexts , 2001 .

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

[18]  Philip Smith,et al.  Police Violence Occasioning Citizen Complaint , 2000 .

[19]  J. Kincheloe.  How Do We Tell The Workers?: The Socioeconomic Foundations Of Work And Vocational Education , 1998 .

[20]  Baiyin Yang,et al.  Development and Validation of an Instrument to Measure Adult Educators' Power and Influence Tactics in Program Planning Practice , 1998 .

[21]  Elwood F. Holton,et al.  Factors Affecting Motivation to Transfer Training. , 1998 .

[22]  E. Sadler‐Smith,et al.  Cognitive Style and Learning Strategies: Some Implications for Training Design , 1997 .

[23]  P. Hawkins.  Organizational Culture: Sailing Between Evangelism and Complexity , 1997 .

[24]  P. Hawkins.  Book Review: Organizational Culture: Sailing Between Evangelism and Complexity , 1997 .

[25]  K R Jones,et al.  Organizational culture assessment before and after implementing patient-focused care. , 1997, Nursing economic$.

[26]  Pamela S. Tolbert,et al.  Institutionalization and Structuration: Studying the Links between Action and Institution , 1997 .

[27]  M. Hatch,et al.  Organization Theory : Modern , Symbolic and Postmodern Perspectives , 2019 .

[28]  Eugene Sadler-Smith,et al.  Learning styles: a holistic approach , 1996 .

[29]  M. Scriven.  Types of Evaluation and Types of Evaluator , 1996 .

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

[31]  Philip E. T. Lewis,et al.  The Evaluation of Training: An Organizational Culture Approach. , 1994 .

[32]  Dennis A. Gioia,et al.  Paradigms Lost: Incommensurability vs Structurationist Inquiry , 1994 .

[33]  Stacey L. Hogan,et al.  Planning Responsibly for Adult Education: A Guide to Negotiating Power and Interests , 1994 .

[34]  M. Hatch.  The Dynamics of Organizational Culture , 1993 .

[35]  G. Yukl,et al.  Training and development in work organizations. , 1992 .

[36]  D. Doverspike,et al.  Performance Appraisal in the Training Needs Analysis Process: A Review and Critique , 1990 .

[37]  A. Callinicos.  Anthony Giddens , 1985 .

[38]  A. Kellerman,et al.  The Constitution of Society : Outline of the Theory of Structuration , 2015 .

[39]  Patricia Riley,et al.  A Structurationist Account of Political Culture , 1983 .

[40]  L. Smircich.  Concepts of Culture and Organizational Analysis. , 1983 .

[41]  E. Schein.  The role of the founder in the creation of organizational culture , 1983 .

[42]  Michael L. Moore,et al.  Training Needs Analysis: Review and Critique , 1978 .

[43]  Donald A. Schön,et al.  Theory in Practice: Increasing Professional Effectiveness , 1976 .

[44]  Rudolph Corvini,et al.  Training in Business and Industry. , 1962 .