Articlegreen2010

Training in SMEs and its relationship to profitability

Nicholas O’Regan · Lorice Stainer · Martin A. Sims

16 citations0/0 files storedInternational Journal of Human Resources Development and Management

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Human Resource Development and Performance Evaluation Employee Performance and Management Human Resource and Talent Management

Abstract

The continuous development of employee potential is dependent on training at every level to acquire improved skills. While attention has been devoted to its contribution within organisations, there is a dearth of research on its effectiveness within the SME sector. The impact of training on performance and profitability in manufacturing SMEs is investigated. Three training groups are identified and examined in relation to the emphasis placed: employee input on decision making, influence on working practices and creativity on performance objectives. Those who utilise HR professionals seem to perform better than those who invest in training without HR input.

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References

2000Dynamic capabilities: what are they?2022Business Research Methods 1991Towards a dynamic theory of strategy 2003Business Research Methods 1996Hypercompetition: Managing the Dynamics of Strategic Maneuvering 2012Management Challenges for the 21st Century 1999Agile manufacturing:1995The new competitive landscape

Cited by

2020Knowledge transfer and innovation performance of small and medium enterprises (SMEs): An informal economy analysis 2021Training as a Strategic HRM Tool to Foster Employee Development in SMEs 2012Action learning for middle manager development: the case of an Australian state-based large organisation 2010TRAINING AND DEVELOPMENT PRACTICES IN INDIAN HOTEL INDUSTRY: AN EMPIRICAL INVESTIGATION

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