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Measuring the organizational impact of training: The need for greater methodological rigor
Author(s) -
Garavan Thomas,
McCarthy Alma,
Sheehan Maura,
Lai Yanqing,
Saunders Mark N. K.,
Clarke Nicholas,
Carbery Ronan,
Shanahan Valerie
Publication year - 2019
Publication title -
human resource development quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.756
H-Index - 65
eISSN - 1532-1096
pISSN - 1044-8004
DOI - 10.1002/hrdq.21345
Subject(s) - operationalization , psychology , rigour , construct validity , construct (python library) , field (mathematics) , quality (philosophy) , causality (physics) , external validity , human resources , organizational performance , empirical research , management science , applied psychology , knowledge management , social psychology , computer science , management , epistemology , psychometrics , clinical psychology , philosophy , physics , mathematics , quantum mechanics , pure mathematics , economics , programming language
We review the methodological rigor of empirical quantitative studies that have investigated the training and organizational performance relationship. Through a content analysis of 217 studies published in quality journals, we demonstrate significant validity threats (internal, external construct, and statistical conclusion validity) that raise questions about the methodological rigor of the field. Our findings suggest that the time is appropriate for a renewed methodological endeavor to understanding the relationship between training and organizational performance. We make specific recommendations to enhance methodological rigor and generate research findings that will enhance operationalization of theory, help researchers to make inferences about causality, and inform the decision‐making of Human Resource Development (HRD) practitioners.