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.