vEnterprise’s Investment in its Staff – Efficiency and Profitability of Internal Training - Polish Journal of Management Studies

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vEnterprise’s Investment in its Staff – Efficiency and Profitability of Internal Training

Abstracts > Vol 9

ENTERPRISES INVESTMENT IN ITS STAFF EFFICIENCY AND PROFITABILITY OF INTERNAL TRAINING
Madej M., Jakubowicz M.

Abstract: The paper is devoted to the problem of the learning organisations and durability of human capital projects funded by the European Union. It reviews the effects staff training brings to trained employees themselves, the organisation and the community and compares the theoretic concepts with results of the empirical study concerning a selected project at a private-owned higher-education institution. The study was based on self-assessment by the trained employees and verification of data at the institution itself. The authors conclude that the increased skills and new knowledge are a gain for the individuals and society, while the organisation gains not only the skills, but indirectly good practices and experience above all. The study shows also that direct results for the organisation depend strictly on staff fluctuation but even staff fluctuation does not impair the positive effects of being a learning organisation.

Key words: learning organization, lifelong learning, staff training, human capital, EU funding, higher-education staff

Introduction

Human capital is believed to be essential for organisations, institutions and enterprises, as well as societies and states. It may be defined as follows: “human capital describes individuated economic capacities, social capital captures the quality of experience and the ways in which it is shaped by relations between individuals and groups. If human capital assumes linearity, social capital is about interactive and circular relationships” [12]. The value or quality of the human capital in an enterprise or any other organisation depends therefore directly on skills, abilities and commitment of its staff. The individual talents and capabilities sum up in a synergy to form an important asset
the social capital.

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Summary

Investment in the human capital seems obviously profitable on all levels: for the trained individuals, for their employer/organisation and for the entire community. This is why the Polish “Human Capital” Operational Programme 2007-2013 referred to education in two out of its six strategic objectives (enhanced adaptability of enterprises and employees; propagation of education in the society on each education level) [3], which reflects clearly the importance attached to education by the European level strategic documents.
The described study compared the immediate effect of EU-funded training and medium-term results evaluated after more than 1 year. The focus was on the results for the individuals, academic teachers of a private university in Wrocław and the university itself. The results show that the training brought positive effect on skills and capabilities which is reported by the trainees. Directly, this data proves important increase in self-assessment and self-confidence, but it also indicates growth of practical language and ICT competencies. Both these areas (skills and self-assessment) are essential at the labour market, building up the potential of individual employees and the community as a whole. It is also worth noting that by improving foreign communication capabilities such training contributes to increased knowledge of other cultures and thus promotes tolerance and openness. All respondents who were trained abroad stressed the meaning of getting to know foreigners and foreign culture as even more important than practical skills gained.
It is more difficult to assess influence of the training for the institution which was the beneficiary and organiser of the project. Obviously, high fluctuation of staff reduces the positive effect, taking the new skills away from the original employer. However, the case of Wyższa Szkoła Handlowa in Wrocław shows that even if the trained employees quit working at the institution, its status as a learning organisation is a benefit by itself. The organisation develops good practices and is able to apply them in its operations and in further training.
The practical, empirical study shows that EU-funded training projects may bring long-term positive effects exceeding their immediate and direct results. In view of the upcoming new financial perspective this is an important conclusion, although further research on other cases and other target groups would be enriching for the analysis.


References


[1]. Council conclusions of 26 November 2012 on education and training in Europe 2020, Official Journal of the European Union, C 393/5.
[2]. Europe 2020. A European strategy for smart, sustainable and inclusive growth,http://ec.europa.eu/commission_2010-2014/president/news/documents/pdf/20100303_1_en.pdf .
[3]. “Human Capital” Operational Programme, National Strategic Reference Framework 2007 – 2013, www.efs.gov.pl .
[4]. Kształcimy dla pracy [Educating for Work], Application for Funding, Wyższa Szkoła Handlowa we Wrocławiu, Wrocław 2011.
[5]. Lisbon Strategy, http://www.consilium.europa.eu/uedocs/cms_data/docs/pressdata/en/ec/ 00100-r1. en0.htm .
[6]. Odpowiadamy na wyzwania nowych rynków. Innowacyjna Edukacja Menedżerska [Responding to Challenges of New Markets. Innovative Managerial Education], Application for Funding, Wyższa Szkoła Handlowa we Wrocławiu, Wrocław 2013.
[7]. Regulation by the Minister of Science and Higher Education concerning requirements to be fulfilled to enable conduction of teaching at higher studies with distance methods and technologies, Journal of Laws of 2007 No. 188, item 1347, later amended.
Literature:
[1]. Balay R., Effect of Learning Organization Perception to the Organizational Commitment: A Comparison between Private and Public University, “Educational Sciences: Theory & Practice” 12(4), Autumn.
[2]. A. Green, Models of Lifelong Learning and the ‘knowledge society’, “Compare”,
Vol. 36, No. 3, September 2006.
[3]. Kupczyk T. (red.), Współpraca kobiet i mężczyzn w zarządzaniu – korzyści, problemy i konieczne zmiany, Wrocław 2013.
[4]. Looking Beyond an Administrative Human Resources Department: HR and Institutional Performance, “ASHE Higher Education Report”, 2012, Vol. 38 Issue 1.
[5]. Preston R., Dyer C., Human Capital, Social Capital and Lifelong Learning: an editorial introduction, “Compare”, Vol. 33, No. 4, December 2003.
[6]. Sahaya N., A Learning Organization as a Mediator of Leadership Style and Firms' Financial Performance, “International Journal of Business and Management”, Vol. 7. No. 14: 2012.
[7]. Taheri Larri M., Erfanian Khanzadeh H., Reflecting on the Characteristics of Learning Organizations, “Interdisciplinary Journal of Contemporary Research in Business”, August 2012, Vol. 4, No. 4.
[8]. Tremaine R. L., Seligman D.J., Learning Organizations: Their Importance to Systems Acquisition in DoD, “Defense ARJ”, April 2013, Vol. 20 No. 1.
[9]. Wissema J. G., Towards the Third Generation University: Managing the University in Transition, Bodmin 2009.
Websites:
[1]. http://ec.europa.eu
[2]. http://www.efs.gov.pl
[3]. www.handlowa.eu


INWESTYCJE PRZEDSIĘBIORSTWA W PERSONEL – EFEKTYWNOŚĆ I RENTOWNOŚĆ SZKOLEŃ WEWNĘTRZNYCH


Streszczenie: Niniejszy artykuł poświęcony jest problemowi organizacji uczących się
i trwałości projektów kapitału ludzkiego finansowanych przez Unię Europejską. Ocenia efekty, jakie szkolenie personelu daje przeszkolonym pracownikom, organizacji
i społeczności i porównuje koncepcje teoretyczne z wynikami badań empirycznych dotyczących wybranego projektu w prywatnej instytucji szkolnictwa wyższego. Badanie zostało oparte na samoocenie przez przeszkolonych pracowników i weryfikacji danych
w instytucji. Autorzy wnioskują, że zwiększone umiejętności i nowa wiedza są zyskiem dla jednostek i społeczeństwa, a organizacja zyskuje nie tylko umiejętności, ale pośrednio - dobre praktyki i doświadczenie przede wszystkim. Badanie pokazuje również, że bezpośrednie rezultaty dla organizacji zależą ściśle od fluktuacji kadr, ale nawet fluktuacja pracowników nie osłabia pozytywnych efektów bycia organizacją uczącą się.


Słowa kluczowe: organizacja ucząca się, kształcenie ustawiczne, szkolenie personelu, kapitał ludzki, finansowanie z UE, pracownicy szkolnictwa wyższego.


其工作人员 — — 企业的投资效率和盈利能力的内部培训
摘要:本文致力于人力资本项目由欧洲联盟资助的耐久性和学习组织的问题。它审查工作人员的培训为受过训练的雇员本身、组织和社会带来和比较的理论概念与关于选定的项目在民办高等教育机构的实证研究结果的影响。自我评估由经过培训的员工和在该机构本身的数据验证基于研究。作者的结论提高的技能和新知识是增益为个人和社会,而组织收益不只的技能,但间接—— 的良好做法和经验高于一切。研究还表明为组织的直接结果严格取决于工作人员波动但甚至工作人员波动并不损害正在学习型组织的积极影响。
关键词:学习型组织,终身学习,工作人员的培训、人力资本、欧盟的资金,更高教育的工作人员。





 
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