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Training match and mismatch as a driver of key employee behaviours
Author(s) -
Lee Gregory John
Publication year - 2015
Publication title -
human resource management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.44
H-Index - 77
eISSN - 1748-8583
pISSN - 0954-5395
DOI - 10.1111/1748-8583.12069
Subject(s) - overtraining , assertion , training (meteorology) , key (lock) , psychology , applied psychology , work (physics) , organizational citizenship behavior , social psychology , computer science , organizational commitment , engineering , medicine , computer security , mechanical engineering , physics , meteorology , athletes , programming language , physical therapy
Training is widely believed to have the potential to improve key workplace outcomes such as the in‐role behaviours and organisational citizenship of employees. However, this article argues that match of actual training provision to requirements leads to the greatest possible improvement in key behaviours, an assertion that lacks prior validation. Undertraining relative to requirements would typically be associated with lower behavioural gain, or even negative behaviours. Overtraining may have both positive and negative implications; however, this article argues that on aggregate excess training will be associated with worse outcomes compared with match. An analysis of 699 matched employee–manager dyads supports the assertion that match is associated with the best relative levels of key workplace behaviours, and associates either undertraining or overtraining with degradation in outcomes. This research highlights the importance of training needs analysis and encourages active management of trained workers to match work to skills.