Organisational context of structured on‐the‐job training

Abstract

Seven cases, all Dutch organisations, are analysed on the relation between organisation characteristics and types of training on the job on the basis of contingency theory. Effectiveness and efficiency, dictated by a competitive environment, influence decisions regarding internal structure, including the form of the HRD function. Contingency theory predicts that the internal structure, resulting from differentiation of components, mediates between such pressures of the environment and the pressure of the operating core, which tries to perform productively according to norms of rationality. The actions of differentiated components of the internal structure must be coordinated. The tendency to differentiate a separate training function off the job can be at odds with the tendency to bind training activities on the job strictly to the priorities of productive work. However, in this article we propose that this opposition can be overcome when the chosen type of on-thejob training 'matches' the type of organisation and that matching types as a rule are more effective.

Roles of informal workplace trainers in different organizational contexts: Empirical evidence from Australian companies

“…All in all, formal educators seem to play only a limited role in supporting employee learning on the job and in furthering the ideal of a learning organization. It is true that since the 1990s, structured on-the-job training has gained increasing attention (Jacobs & Jones, 1995;Van Zolingen, Streumer, De Jong, & Van der Klink, 2000;Versloot, De Jong, & Thijssen, 2001). However, this is still formal training, albeit in the context of the workplace rather than a classroom.…”

Explaining the (In)effectiveness of on-the-job training

“…Glaudé (1997) addressed the topic of the relationship between organisational characteristics and the design of OJT. Versloot et al (2001) analysed seven case studies. Onstenk (1997) reported similar findings.…”

The relationship between organisational context and novice workers’ learning

“…However, they do not examine the interaction between these arrangements and individual employees. Versloot et al (2001) discuss the type of on-the-job training which is likely to happen in different organisational structures. Harford (1997) brings the two elements (training and learning) together in a discussion of workplace learning based on research in eight enterprises.…”