Perceptions of the effectiveness of training and development of ‘grey-collar’ workers in the People's Republic of China

Abstract

An important human resource development (HRD) implication of the People's Republic of China's (PRC) rapidly expanding economy has been the emergence of a critical shortage of grey-collar workers (GCW). Although 'grey-collar' has been commonly used in the West to describe an aging population within the workforce, in China it refers to people who are neither white nor blue collar workers but technicians. The shortage of GCW constrains the PRC's economic and developmental sustainability, and has been recognized in central and provincial government initiatives to increase training and development of employees within these fields. While acknowledged as a policy and organizational problem, there has been no research investigating what organizations are doing to develop these employees. Drawing upon a survey of 310 semi-skilled and skilled employees in Beijing, our findings suggest that while the surveyed organizations are investing heavily in both on-and off-the-job training, employees' perceived value of such differs markedly according to age and position. The research has important implications for China's HRD strategy in suggesting links between training and other human resource management (HRM) functions are yet to be evidenced.

The Influence of Training, Leadership and Competency to Employee Performance with Employee Morale as Moderation Variables (Study on Dinas Penanaman Modal dan Pelayanan Terpadu Satu Pintu Kota Denpasar)

“…One effort to improve employee performance is the development of personnel through training. This is in accordance with the statement of Hutchings et al (2009) that training programs need to be implemented to optimize employee potential and performance. Developing employee skills, knowledge and skills proves to be a source for steady competitiveness and benefits in facing global world challenges (Hameed and Waheed, 20011).…”

“…Page | 20743 instructions of Hutchings et al (2009) that the training program held aims to develop the ability of employees, both knowledge, skills and attitudes, so that from the ability and expertise obtained can lead to improve its performance. Thus, the training program is actually unable to guarantee directly for improving employee performance.…”

Effects of training and development on employee outcomes and firm innovative performance: Moderating roles of voluntary participation and evaluation

“…Studies suggest that T&D enhances firm performance by improving the KSAs and motivation of employees (Collier et al, ; Hutchings, Zhu, Cooper, Zhang, & Shao, ). However, the empirical validation of such a mediated relationship remains lacking, particularly in explaining firm innovation.…”

Impact of Development Perspective of HRM and Lesson Learned System of Knowledge Management on Project Success Through Project Management Competency Retention

“…It has created a new way of recruiting employees on a short-term basis for the specific project and career development as well. HRD put a significant impact on the performance of the employee and increase their level of commitment and knowledge (Hutchings, Zhu, & Cooper, 2009). Organizational support and incentive can enhance the level of commitment of the employees and employees with a high commitment level contribute more towards goal attainment (Lee et al, 2018).…”