Training in Organizations

Training and development programs have become an
inseparable part of the policy of many
organizations. The more the organization
develops, the greater the demands from the training
system, and the higher the cost. Despite the
enormous expense, research has shown that only a
small fraction of the investment yields effective
outcomes at work, mostly because of inattention to
and ignorance of the personal and organizational
factors that affect training effectiveness. This
book has three major purposes: the first is to
expand theoretical knowledge on training in
organizations. I draw on a new approach to HRM, the
contingent approach, which emphasizes the importance
of studying the unique characteristics of a focal
organization in order to understand the impact of
training. The aim is to present a broaden-spectrum
model to explain training in organizations through a
variety of circumstances: personal, organizational
and cultural. The second purpose is to evaluate the
role of the trainer as an ad hoc leader. The third
goal is to add a cross-cultural examination to
training, which will demonstrate the unique cultural
condition that enhances investment in training.

Autorentext

Dr. Peretz received her PhD, summa cum laude, from the University of Haifa. She completed a postdoctoral Research Fellow at the Whitman School of Management at Syracuse University. Currently she is a lecture at Ort Braude college. Her research interests are organizational behavior and human resource management.

Klappentext

Training and development programs have become an inseparable part of the policy of many organizations. The more the organization develops, the greater the demands from the training system, and the higher the cost. Despite the enormous expense, research has shown that only asmall fraction of the investment yields effective outcomes at work, mostly because of inattention to and ignorance of the personal and organizationalfactors that affect training effectiveness. This book has three major purposes: the first is to expand theoretical knowledge on training in organizations. I draw on a new approach to HRM, the contingent approach, which emphasizes the importance of studying the unique characteristics of a focal organization in order to understand the impact of training. The aim is to present a broaden-spectrum model to explain training in organizations through a variety of circumstances: personal, organizationaland cultural. The second purpose is to evaluate the role of the trainer as an ad hoc leader. The third goal is to add a cross-cultural examination to training, which will demonstrate the unique cultural condition that enhances investment in training.