1、中文 4227 字 2520 单词 出处： Human Resource Development International, 2009, 12(3): 279-296 原文： Perceptions of the effectiveness of training and development of grey-collar workers in the Peoples Republic of China Kate Hutchings, Cherrie J. Zhu, Brian K. Cooper, Yiming Zhang and Sijun Shao An important huma
2、n resource development (HRD) implication of the Peoples Republic of Chinas (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 Chin
3、a it refers to people who are neither white nor blue collar workers but technicians. The shortage of GCW constrains the PRCs economic and developmental sustainability, and has been recognized in central and provincial government initiatives to increase training and development of employees within th
4、ese 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 organizati
5、ons 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 Chinas HRD strategy in suggesting links between training and other human resource management (HRM) functions a
6、re yet to be evidenced. Theoretical underpinnings of the research We take as our theoretical underpinning the assumption that strategic human resource management (HRM) ensures motivation and enhanced performance of employees, which in turn leads to enhanced organizational performance (Huselid, Jacks
7、on, and Schuler 1997； Wright, Gardner, and Moynihan 2003； Wright et al. 2005). While early research on strategic HRM advocated the development of lists of best practices (Pfeffer 1994), we take as our premise the belief in bundling of high performance work practices (see Stavrou and Brewster 2005) o
8、r having a system approach to HRM (see Bowen and Ostroff 2004) as most effective in ensuring organizational performance. Importantly, it has been noted that training is a key element of the bundles of practices arising from research into high performance work systems (Ashton and Sung, 2002, cited in
9、 Smith and Smith 2007). As one of the key HRM functions, we argue that training and development is most effective in motivating and retaining high quality human resources within organizations when operationalized in concert with a bundle of other high performance work practices to which it is interr
10、elated, namely rewards and performance management. Our assessment of the effectiveness of training provided by the researched cohort of organizations to increase skill levels of GCW is also based on a belief in the necessity of organizations ensuring that training is integrated with education and ca
11、reer development beyond the immediacy of the current position or organization, to Human Resource Development International 281 ensure increased individual as well as organizational competencies and a learning organization (see Hartel, Strybosch, and Blyth 2006). Method The research on which this pap
12、er is based involved analysis of data collected through a survey of semi-skilled and skilled employees in the Beijing area of China. While the dramatic socio-economic differences throughout China are recognized, a decision was made to undertake research only in one region for consistency of data, as
13、 well as in recognition of the expected implementation of recommended government initiatives in vocational education and training in organizations in the Beijing area, given their location within the central government district. The present research was undertaken collaboratively between academics w
14、ith research expertise in organizations in China, who are based at a leading Australian university, and researchers at the China Academy of Labour and Social Security (CALSS). Timing of training Figure 1 presents the time when on-the-job training was reported by the respondents. As shown in Figure 1
15、, close to half (45.0%) of the employees reported that the training occurred in the first week of employment. However, just under a third (31.6%) of respondents said that on-the-job training was continuously provided by their organization. Only 3.6% or 11 respondents reported no access to on-the-job
16、 training. Table 2 shows that the majority (71.9%) of the employees reported that they had received off-the-job training provided by their organization during work time, and another 39.7% said they received off-the-job training provided by their organization outside work time. Few reported receiving
17、 training outside the organization which they have requested and was not an initiative of the organization. Participation in training and development programmes Table 2 also shows that the majority of respondents (65.8%) reported having attended an occupational skills training programme. Of the empl
18、oyees, 57.4% reported attending an induction/orientation programme and over a third (36.5%) a technical/professional training programme. However, only about a quarter of respondents reported attending organizational behavioural or interpersonal skills training. Perceived effectiveness of training an
19、d development practices In general, respondents reported that organizational practices were moderately effective across a range of performance dimensions. Two areas of training effectiveness were, however, poorly endorsed. As shown in Table 3, over half (52.3%) of the employees reported that trainin
20、g practices had not provided them with an increase in salary. In addition, over a third (36.2%) of respondents reported that training practices had not provided them with an opportunity for promotion. However, respondents reported that training and development practices had a positive impact on prep
21、aring them to be more effective in their work, increasing their technical abilities, interpersonal abilities, teamwork, job confidence and work motivation, with all mean scores at or above the midpoint (3) of the 5-point rating scale. As score of 3 on the 5-point scale relates to belief in a moderate effect of the
