The Influence of Organizational Culture on Training Effectiveness

Kay Bunch

Chapter 12 in The Cultural Context of Human Resource Development, 2009, pp 197-212 from Palgrave Macmillan

Abstract: Abstract Training has never been more critical for organizations determined to achieve and maintain a competitive advantage (Salas & Cannon-Bowers, 2001). Yet, despite a century of research on learning and training (Ford, 1997), effectiveness often is elusive (Salas & Cannon-Bowers, 20011. The extent of failure is unknown because lew companies adequately plan or evaluate training (Roberson, Kulik, & Pepper, 2003; Saari, Johnson. McLaughlin, & Zimmerle, 1988), but one of the more optimistic estimates suggests no more than 15 percent of learning transfers to the job (Cromwell & Kolb, 2004). Along with wasting immeasurable time and billions of dollars, failed interventions contribule to the persistent undervaluing of the HRD/training profession (Shank, 1998), costly litigation (Eyres, 1998; Mitchell & Tetluck, 2006), and growing cynicism about the worth of any organizational change (Wanous, Reichers, & Austin, 2000).

Keywords: Human Resource; Organizational Culture; Human Resource Management; Work Organization; Human Resource Development (search for similar items in EconPapers)
Date: 2009
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-23666-0_12

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DOI: 10.1057/9780230236660_12

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