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• W72294880 abstract "Although training is recognized as an essential investment, many practitioners in China may not be responding to this need adequately. A very likely reason for the lack of attention is due to the fear that trained employees may advance their careers with another organization. Since training can be costly, organizations pursuing cost leadership may avoid the investment or expect a high return immediately. Applying the multiplier effect of training could reduce training cost as fewer individuals are needed to be sent for training. Moreover, the multiplier effect example demonstrates that knowledge could be amplified. Implications of the multiplier are discussed. Introduction China's aspiration for modernization and rapid industrialization necessitate an investment in its human capital. As more lowly skilled jobs are being replaced by jobs that require problem solving, interpersonal and cognitive skills, there is a need for people to be able to work effectively in a rapidly changing and increasingly complex environment. Furthermore, there seems to be a shortage of skilled labor in China (Benson and Zhu, 2002; Redding, 2002). In order to face these challenges, a role that many Chinese organizations could play is to nurture their human resources (HR) through adequate training and development (Bjorkman and Lu, 1999; Yang, Zhang and Zhang, 2004). At the societal level, the widely held belief that educational investment leads to an improvement in economic performance has led the Chinese government to pay special attention on investment in schooling (Hills and Fleisher, 1997; Xiao and Tsang, 1999; Zhu and Warner, 2000). In spite of the importance of training and development, some practitioners and scholars recognize that a high level of training investment does not always produce a high return on investment (Blundell, Dearden, Meghir and Sianesi, 1999). Some investments may even generate negative returns, which can happen when trainees job hop, when there is a lack of strategic alignment between the training and organizational objectives, or when the person analysis is conducted poorly (Krakel, 2002). Albeit these potential challenges, there are several compelling reasons for the continuing investment in training, which are discussed in this paper. Furthermore, the implications of 'multiplier effect of training investment' in a firm are discussed. Finally, some strategies to facilitate the transfer of training are proposed. Reasons for training and development Training and development are crucial to the success of contemporary organizations. Shifts in an organization's mega (e.g. technology, legal, political, economic, sociocultural and international) and task (e.g. HR, suppliers, customers, government agencies and competitors) environments require that employees engage in continuous learning so they can cope with change (Slater and Narver, 1995; Chan, 2001). With rapid economic development in China (Benson and Zhu, 2002; Song, 2003), these external and internal environmental changes are expected to be dramatic. Organizations that invest in training and development are expected to enjoy performance improvements (Elangovan and Karakowsky, 1999). Individuals may seek training and development to prepare them for another duty (either within the same organization or another organization) or to improve their chances of getting a promotion. In fact, Groot and Van Den Brink (2000) have found that a worker's employability improves with education and training. Thus, training and development are needed to equip employees with the knowledge, skills and abilities so that they are able to meet organizational and individual goals. In addition to the organizational and individual reasons for training and development, economic reforms undertaken by the Chinese government also provide impetus for the active promotion of human capital investment (Benson and Zhu, 2002; Branine, 1996). The endorsement of HR development as a national priority by the central government means there is a strong emphasis on training and development in different kinds of enterprises. …" @default.
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• W72294880 date "2006-06-01" @default.
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• W72294880 title "The Multiplier Effect of Investment in Training in China" @default.
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