n Management Dynamics : Journal of the Southern African Institute for Management Scientists - Commitment to training and company performance : an exploratory study of chief executive officers and managers
|Article Title||Commitment to training and company performance : an exploratory study of chief executive officers and managers|
|© Publisher:||Southern African Institute for Management Scientists (SAIMS)|
|Journal||Management Dynamics : Journal of the Southern African Institute for Management Scientists|
|Publication Date||Jan 2004|
|Pages||25 - 39|
This study investigated the relationships between Chief Executive Officers' (CEOs') commitment to training, managers' commitment to training, employees' motivation to learn, and organisational performance. The research problem investigated was that training is often not effective because of a lack of transfer of training to the work situation. Although a number of studies have shown that CEO commitment to other types of interventions is critical to their success, surprisingly little research has focused on the commitment of CEOs and their managers to training. The literature study identified important variables relating to management commitment to training and led to the development of the research model and the questionnaires used in the field study. The field study involved 60 companies in Pietermaritzburg and consisted of three phases: a preliminary investigation, a pilot study and the main study, which involved structured interviews with the 60 CEOs and a total of 253 managers. The findings show that managers have a more significant influence on employee motivation to learn than the CEOs and 28% of the variation in company performance is explained by three aspects of employee motivation to learn: namely, the learning effort applied by the trainees, their determination to try their best during training, and the extent to which they ask for help.
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