The impact of organisational change on the nature and extent of training in Australian enterprises

Smith, Andrew; Oczkowski, Edward; Noble, Charles; Macklin, Robert

doi:10.1111/j.1468-2419.2004.00200.x

Cited by 16 publications

(37 citation statements)

References 25 publications

(36 reference statements)

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“…Understanding how individuals perceive the utility of adopting or using coaching skills in the workplace is important because many organizations worldwide spend considerable sums in training mangers to be workplace coaches, and where such training is also central to an organizational change program, the cost of failure can be significant (Smith et al, 2004;. To begin to address the above issues this article explores executives' and managers' perceptions of their coaching skills, self-efficacy and workplace wellbeing from a stages of change perspective.…”

Section: Perceived Costs and Benefits Of Change: The Stages Of Changementioning

confidence: 96%

It Takes Time: A Stages of Change Perspective on the Adoption of Workplace Coaching Skills

Grant

2010

Journal of Change Management

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Although many managers receive training in workplace coaching skills in order to enhance employees' performance and facilitate organizational change, little is known about managers' perceptions of the costs and benefits of adopting workplace coaching behaviors. This study explored the relationships between workplace coaching skills and the perceived costs and benefits of adopting coaching skills from a Stages of Change perspective. This is the first study to examine these issues. Participants were 99 executives and managers from a range of occupations. Findings were broadly as predicated by the Transtheoretical Model of Change. Individuals in the early stages of adopting coaching behaviors had lower self-efficacy and lower coaching skills than those in the latter stages. The perceived benefits of adopting coaching behaviors did not differ across different stages of change. The perceived costs of adopting coaching behaviors were significantly lower in the latter stages of change, but findings suggest that it takes about six months before the perceived benefits of adopting coaching behaviors outweigh the perceived costs. Disaffected managers held higher perceptions of the benefits of coaching, and there was no relationship between coaching behaviors and workplace wellbeing. It is recommended that managers of coach training programs explicitly address ways to overcome barriers to adopting coaching behaviors, rather than primarily promoting the benefits of workplace coaching. Organizations should give ongoing learning support to those who have recently completed workplace coaching training, in order to help them persevere through the initial adjustment period as they consolidate and develop their coaching skills.

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Section: Perceived Costs and Benefits Of Change: The Stages Of Changementioning

confidence: 96%

It Takes Time: A Stages of Change Perspective on the Adoption of Workplace Coaching Skills

Grant

2010

Journal of Change Management

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“…Companies may also restrict training on only few job profiles because of the complexity in assessing the returns of training (Berge, ; Guerci et al ., ) or because of the preference towards ‘grafting’ competencies from outside when programmes of developing competencies and human capital internally may be particularly long and risky (Kor & Leblebici, ; Sirmon et al ., ). Drawing on studies that analyse the nature of ‘modern’ managerial practices (Osman‐Gani & Jacobs, ; Smith et al ., , ), a plausible explanation for the limited propensity of many firms to invest in training may also lie in the preference for decentralized and informal training when these firms use certain practices (e.g. total quality management) or implement some organizational changes such as ‘lean enterprise’ principles.…”

Section: Introductionmentioning

confidence: 99%

Why do firms train? Empirical evidence on the relationship between training and technological and organizational change

Neirotti

Paolucci

2013

Int J Training Development

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We explore the relationship between training and innovation using key insights from the resource‐based approach, organizational learning and labour studies. By using data from 304 large enterprises in Italy, the study highlights a twofold role of training in favouring technological and organizational changes. First, training plays a role in allowing the acquisition and the assimilation of new knowledge. Consequently, firms in which the provision of training is part of a bundle of high‐performance management practices are more likely to undertake technological and organizational changes and to develop new competencies internally. Second, training supports firms in the assimilation of technological and organizational changes. Consequently, firms that undertake these changes exhibit a superior participation rate for employees and greater time intensity of their training programmes. Firms' inclination to develop new competencies internally does not affect, however, the intensity of training, thereby suggesting that organizational learning processes do not start by a broad involvement of employees in formalized training programmes.

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“…Those with a training policy, established performance objectives and quality certification also secured more in‐house training hours, confirming expectations from previous research regarding professionalization (e.g. Hwang & Powell, ; Smith et al ., ).…”

Section: Discussionmentioning

confidence: 97%

“…This is in line with the findings of Benevene and Cortini () in Italian non‐profits. But it is in sharp contrast with non‐profit organizations in Britain (Birdi et al ., ; Clark et al ., ) or Australia (Smith et al ., ), where managers are the group receiving more training. The fact that professional staff are the second largest group covered by training may be indicative of their growing importance.…”

Section: Discussionmentioning

confidence: 99%

Training in Portuguese non‐profit organizations: the quest towards professionalization

Carvalho

Melo

Ferreira

2016

Int J Training Development

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The non‐profit sector is increasingly important, both in terms of the services rendered to society and level of employment provided. As part of a move towards the professionalization of the sector, training is seen as a vital tool for capacity building. Although the training practices of non‐profits are fairly well documented in countries like Australia, the UK and the USA, this is not so in Portugal. We provide an overview of the training practices of Portuguese non‐profit organizations, and identify indicators of professionalization that influence training investment. We find wide variation among organizations in this sector, both in terms of training provision and expenditure, and in the management practices implemented. We also find that the presence of a professional manager and formalized policies, especially those related to performance, are significantly associated with higher levels of training, suggesting that professionalization has beneficial effects on training in the non‐profit sector.

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The impact of organisational change on the nature and extent of training in Australian enterprises

Cited by 16 publications

References 25 publications

It Takes Time: A Stages of Change Perspective on the Adoption of Workplace Coaching Skills

It Takes Time: A Stages of Change Perspective on the Adoption of Workplace Coaching Skills

Why do firms train? Empirical evidence on the relationship between training and technological and organizational change

Training in Portuguese non‐profit organizations: the quest towards professionalization

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