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Using Multivariate Statistics

Well-being : the foundations of hedonic psychology

This article meta-analytically summarizes the literature on training motivation, its antecedents, and its relationships with training outcomes such as declarative knowledge, skill acquisition, and transfer. Significant predictors of training motivation and outcomes included individual characteristics (e.g., locus of control, conscientiousness, anxiety, age, cognitive ability, self-efficacy, valence, job involvement) and situational characteristics (e.g., climate). Moreover, training motivation explained incremental variance in training outcomes beyond the effects of cognitive ability. Meta-analytic path analyses further showed that the effects of personality, climate, and age on training outcomes were only partially mediated by self-efficacy, valence, and job involvement. These findings are discussed in terms of their practical significance and their implications for an integrative theory of training motivation.

/pdf/toward-an-integrative-theory-of-training-motivation-a-meta-1pdlaghlcq.pdf

Toward an integrative theory of training motivation: A meta-analytic path analysis of 20 years of research.

https://bura.brunel.ac.uk/bitstream/2438/10379/1/Fulltext.pdf

Innovation and Creativity in Organizations A State-of-the-Science Review, Prospective Commentary, and Guiding Framework

If a nation's economic performance improves, how much extra happiness does that buy its citizens? Most public debate assumes -- without real evidence -- that the answer is a lot. This paper examines the question by using information on well-being in Western countries. The data are of four kinds: on reported happiness, on reported life satisfaction, on reported job satisfaction, and on the
number of suicides. These reveal patterns that are not visible to the anecdotal eye.
In industrialized countries, well-being appears to rise as real national income grows. But the rise is so small as to be sometimes almost undetectable. Unemployment, however, seems to be a large source of unhappiness. This suggests that governments ought to be trying to reduce the amount of joblessness in the economy. In a country that is already rich, policy aimed instead at raising economic growth may be of comparatively little value.

/pdf/happiness-and-economic-performance-3vevv19uu6.pdf

Happiness and economic performance

There is growing evidence available to suggest that HR practice is an important predictor of organisational performance. In this article, we argue that HR practices also have the potential to promote organisational innovation. We describe a longitudinal study of 22 UK manufacturing companies and examine the relationship between such practices and product and technological innovation. Results reveal that training, induction, team working, appraisal and exploratory learning focus are all predictors of innovation. Contingent reward, applied in conjunction with an exploratory learning focus, is positively associated with innovation in technical systems. Furthermore, training, appraisal and induction, combined with exploratory learning focus, explain variation between companies in product and technological innovation above and beyond the main effects observed. © 2006 Blackwell Publishing Ltd.

HRM as a predictor of innovation

Within the strategic human resource management (SHRM) perspective, psychology-based practices, especially empowerment, extensive training, and teamwork, are seen as vital to sustained competitive advantage. Other approaches, such as those of integrated manufacturing and lean production, place greater emphasis on operational initiatives such as total quality management, just-in-time, advanced manufacturing technology, and supply-chain partnering as determinants of organizational performance. We investigated the relative merits of these practices through a study of the productivity of 308 companies over 22 years, during which time they implemented some or all of these 7 practices. Consistent with SHRM theory we found performance benefits from empowerment and extensive training, with the adoption of teamwork serving to enhance both. In contrast, none of the operational practices were directly related to productivity nor did they interact with other practices in ways fully consistent with the notions of integrated manufacturing or lean production.

/pdf/the-impact-of-human-resource-and-operational-management-5ghcrogkhu.pdf

The impact of human resource and operational management practices on company productivity: a longitudinal study

Participation in 4 different types of development activity was studied in a sample of manufacturing employees (N = 1,798). It was found that similar sets of variables were linked to greater participation in 3 activities: required training courses in work time, work-based development activity in work time, and career planning activity in work time or an individual's own time. Three kinds of reported benefits were studied, and the occurrence of these benefits was found to vary between different types of development activity. Overall job satisfaction and organizational commitment were significantly associated with prior participation in required training courses and work-based development activity. However, voluntary learning in one's own time was completely unrelated to these work attitudes.

Correlates and perceived outcomes of four types of employee development activity.

There is growing evidence available to suggest that Human Resource Management (HRM) practice is an important predictor of organizational performance. Drawing upon organizational learning perspectives, we argue that HRM systems also have the potential to promote organizational innovation. We present longitudinal data from thirty-five UK manufacturing organizations to suggest that effective HRM systems - incorporating sophisticated approaches to recruitment and selection, induction, appraisal and training - predict organizational innovation in products and production technology. We further show that organizational innovation is enhanced where there is a supportive learning climate, and inhibited (for innovation in production processes) where there is a link between appraisal and remuneration.

Managing People to Promote Innovation

In a longitudinal study of three levels of training evaluation, differentiated measures of trainees' reactions were shown to be more closely associated with learning outcomes than has been found with conventional reaction measures. However, reactions were generally unrelated to subsequent job behaviour. Both immediate and delayed learning were predicted by trainees' motivation, confidence and use of certain learning strategies and changes in job behaviour were independently predicted by transfer climate and learning confidence. It is preferable to measure training outcomes in terms of change from pre-test to post-test, rather than merely through attainment (post-test only) scores; the predictors of training outcomes were shown to differ according to which indicator is used. External factors better predicted learning changes (compared to predictions of post-test attainment) when their correlations with pre-test values differed substantially from their correlations with post-test scores.

Kamal Birdi

Papers

HRM as a predictor of innovation

The impact of human resource and operational management practices on company productivity: a longitudinal study

Correlates and perceived outcomes of four types of employee development activity.

Managing People to Promote Innovation

Predicting three levels of training outcome