Although various antecedents of expatriates' cross-cultural adjustment have been addressed, previous international experience, predeparture cross-cultural training, and cultural intelligence (CQ) have been most frequently examined. However, there are few attempts that explore the effects of these antecedents simultaneously or consider the possible…

The purpose of this study was (1) to examine the impact of organizational support on employee learning and performance and (2) to elaborate on the context of organizational support for action learning in South Korean organizations. For this inquiry, two central questions were posed: What are employee reactions to organizational support for action…

Singapore is a growing educational hub for the Asia Pacific region. However, no prior research has examined how Singaporean managers trade off attributes of training programs when making executive training decisions. The current study used conjoint analysis to identify the most important attributes of training programs as word of mouth, trainers'…

Jordanian policymakers rely on trained supervisors to lead organizational change in public administration. The impact of training, however, remains weak unless trainees apply what they have learned (training transfer). In order to assess training transfer, the present study validates a Classic Arabic version of the Learning Transfer System…

A transfer model was applied to data from a survey of workers in four Chinese electronics firms. Results showed that transfer of training depends on organizational factors that facilitate use of knowledge, skills, and attitudes acquired. Supervision and other human factors were most influential. (SK)

Opportunities for training and development are paramount in decisions regarding employee career choices. Despite the importance, many research studies on job satisfaction do not address satisfaction with workplace training as an element of overall job satisfaction, and many job satisfaction survey instruments do not include a "satisfaction…

Review of human resource development in Britain since World War II finds that cohesion of view and approach among varied stakeholders has occurred during three periods: postwar structuralism, free-market entrepreneurialism, and new Labour resocialization. At other periods, stakeholders sought different objectives and had different visions for the…

Using a contingency framework, three stages in the evolution of human resource development (HRD) in the National Health Service were identified: tell (training enacted within the classical management paradigm); sell (a competence approach to development for all employees); and gel (strategic HRD linked to corporate goals and future needs).…

Successful business training by foreigners in Russia must consider the contemporary climate for training and human resource management; characteristics of the Russian audience; and cultural issues in the use of simulation, hard versus soft content, and working with a translator. (SK)

Compares differences in market approach, risk perception, and personnel selection between large companies and small firms with family of origin ties to other countries. Uses these differences to develop a substantially altered model for cross-cultural training in expatriate firms. (SK)

Case studies of seven Australian manufacturers found the following: (1) relationship between training and deliberate business strategy; (2) more training in more-automated firms; (3) relationship between work form (autonomy/control) and training type (behavioral/technical); (4) more training associated with less-formal labor relations; and (5)…

Osman-Gani's study surveyed 501 U.S., Germany, Japanese, Korean, and Singaporean managers working abroad, finding significant differences in views of types of training (pre- and postarrival, repatriation, language, cross-cultural) and appropriate delivery methods. Van Reine and Trompenaars' reaction article highlights how cultural background,…

A study of 67 Swedish expatriate bosses and 104 local Hong Kong middle managers tested a quantitative needs assessment technique measuring work values. Two-thirds of middle managers' work values were not correctly estimated by their bosses, especially instrumental values (pay, benefits, security, working hours and conditions), indicating a need…

A study analyzed the gap between required and existing management competency levels and acquired data on 80 Spanish hotel/restaurant managers' self-identified training needs. Deficits were found in 10 of 15 technical and 12 of 21 generic competencies. Managers requested training only in technical areas, not generic competencies. (Contains 42…

Decentralized training was used by a U.S. corporation to improve the skills of its Latin American service technicians. The decentralized approach proved a cost-effective way to provide up-to-date training with sensitivity to different cultural contexts. (SK)