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Industrial and Commercial Training
Number of Followers: 5  
 
  Hybrid Journal Hybrid journal (It can contain Open Access articles)
ISSN (Print) 0019-7858
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  • Empirical investigation on the predictors of career satisfaction
    • Pages: 165 - 171
      Abstract: Industrial and Commercial Training, Volume 50, Issue 4, Page 165-171, April 2018.
      Purpose The purpose of this paper is to find the effects of boundaryless career, organizational commitment, and external support seeking on career satisfaction. Design/methodology/approach The data were collected from 271 South Korean financial company employees through the survey method. Descriptive analysis was conducted, followed by the correlation and multiple regression analyses. Findings The study results showed that organizational mobility preference has a negative effect on career satisfaction. The results also showed that boundaryless mindset and external support seeking have positive effects on career satisfaction. Research limitations/implications This study showed theoretically that an individual’s specific career related behaviors and attitudes have a positive influence on career satisfaction. Practical implications Practically, this study results showed some suggestion for enhancing the employee’s career satisfaction by constructing a career support system. Originality/value This paper provides a better understanding of the influences of boundaryless career, organizational commitment, and external support seeking on career satisfaction with an HRD perspective.
      Citation: Industrial and Commercial Training
      PubDate: 2018-05-02T08:14:26Z
      DOI: 10.1108/ICT-03-2018-0032
       
  • Social-economic contribution of vocational education and training: an
           evidence from OECD countries
    • Pages: 172 - 184
      Abstract: Industrial and Commercial Training, Volume 50, Issue 4, Page 172-184, April 2018.
      Purpose The purpose of this paper is to examine the impact of national investment in vocational education and training (VET) on the economic growth through the mediating role of social inclusion. Design/methodology/approach This study is based on a panel data of 31 Organisation for Economic Co-operation and Development countries for 15 years collected through secondary sources. Findings The statistical results of the study have supported the entire hypotheses. Particularly, the results demonstrate that the social inclusion strengthens the contribution of VET in the economic growth. Practical implications This study offers various policy implications for the policy makers of developing countries. Particularly, the policy makers of developing countries need to emphasize on social inclusion to enhance the contribution of national investment in VET while following the vocational education models of developed nations. Originality/value This study offers its theoretical contribution in the literature of VET by highlighting a mediating mechanism to explain how national investment in VET can contribute in economic growth through social inclusion.
      Citation: Industrial and Commercial Training
      PubDate: 2018-04-18T10:20:47Z
      DOI: 10.1108/ICT-12-2017-0100
       
  • Talent management and employee engagement – a meta-analysis of their
           impact on talent retention
    • Pages: 185 - 199
      Abstract: Industrial and Commercial Training, Volume 50, Issue 4, Page 185-199, April 2018.
      Purpose The purpose of this paper is to enhance the readers’ understanding of the domain of talent management and employee engagement, and how the former culminates in the latter, specifically as a tool for retention of employees. The paper also attempts to probe and aid readers in understanding of the domain of talent management and employee engagement, specifically as a tool for retention of employees. Design/methodology/approach The paper is based on secondary research in the areas of talent management practices, employee engagement and talent retention. The authors have reviewed the existing body of work on these topics in order to arrive at an analysis of the practice of talent management and employee engagement and to successively measure its impact on the retention of employees. In order to aid the endeavor to bring some clarity to and explore the trends in talent management, the authors have based this paper on a systematic review of the existing literature which seeks to examine the modern thought process and evidence. Current examples are drawn from many leading companies and their practices are emphasized for better understanding. Various drivers responsible for engaging and retaining talent are studied by reviewing the existing literature. After analyzing the existing literature, the authors have arrived at talent retention and engagement practices that may aid and assist industry practitioners and policy makers in designing and implementing successful talent management initiatives. The authors have proposed a model for arriving at improved retention from talent management practices. Findings One of the most effective tools in ensuring that employees stay engaged and committed to their work is talent management. This sense of engagement or commitment toward their work ensures in turn that these employees stay with the organization in the long run. As the authors have begun analyzing the costs associated with recruitment, selection and the opportunity cost related to attrition, organizations have been concentrating their talent management efforts in the direction of retention. The paper concludes that a synchronization of talent management practices and employee engagement initiatives leads to improved talent retention and proposes a model to this end. Research limitations/implications Owing to the fact that the paper is conceptual, the model and hypotheses the authors arrive at must be empirically tested by relevant stakeholders in the organization, specifically the stakeholders specializing in the area of talent management, in order to add further weight to the literature. Practical implications Derived from an extensive study of current and impending talent management strategies, the findings may aid organizations and policy makers to develop and refine talent management practices in order to engage human capital, with the ulterior aim of talent retention – a concern that plagues most contemporary organizations. Originality/value Preempting or preventing attrition is a priority in several organizations, and more often, in some industries as a whole. The authors examine how talent management practices can contribute to the efforts in preempting or preventing attrition in organizations. Adding to the existing literature on talent management, the paper explores the areas of talent management which directly affect employee engagement and in turn make a difference in talent retention. This link connecting talent management practices with retention deserves a greater amount of investigation, which the paper explores.
      Citation: Industrial and Commercial Training
      PubDate: 2018-04-16T10:20:45Z
      DOI: 10.1108/ICT-09-2017-0073
       
  • Job crafting intervention: fostering individual job redesign for
           sustainable organisation
    • Pages: 200 - 208
      Abstract: Industrial and Commercial Training, Volume 50, Issue 4, Page 200-208, April 2018.
      Purpose The purpose of this paper is threefold: first, to present an overview of job crating conceptualizations; second, to illustrate various job crafting interventions proposed by scholars to intrude and encourage job crafting behaviour among workforce; and next, based on findings from the literature, to underline the significance of job crafting interventions in predicting various positive individual and organisational outcomes. The reasons why job crafting interventions are essential in organisations are discussed at the end as managerial implication. Design/methodology/approach A general review of the job crafting literature has been performed to offer the precise knowledge on the concept job crafting as well as job crafting interventions along with its significance and managerial implications. Findings The job crafting is the most discussed bottom-up redesign approach and gaining popularity in the job design literature. The researchers and practitioners are acknowledging the importance of job crafting interventions and understanding the urgency of incorporating such interventions at organisation. Practical implications The formal job crafting intervention instituted at organisation (e.g. inclusion of job crafting training in company’s manuals) could be instrumental to build up the job crafting behaviour among workforce and may overall develop the context that cultivates job crafting. Originality/value A summarised portrayal job crafting as well as job crafting interventions has been provided in this review in order to create awareness of leaders and employees regarding the method through which they can adjust tasks to their own requirements to realise more delight, engagement, and meaning in the job.
      Citation: Industrial and Commercial Training
      PubDate: 2018-04-16T10:22:05Z
      DOI: 10.1108/ICT-11-2017-0089
       
  • Notes and news
    • Pages: 209 - 214
      Abstract: Industrial and Commercial Training, Volume 50, Issue 4, Page 209-214, April 2018.

      Citation: Industrial and Commercial Training
      PubDate: 2018-05-10T09:00:43Z
      DOI: 10.1108/ICT-04-2018-101
       
  • Employer branding and talent retention: perceptions of employees in higher
           education institutions in Uganda
    • Abstract: Industrial and Commercial Training, Ahead of Print.
      Purpose The purpose of this paper is to examine, empirically the relationship between employer branding attributes of reward strategy, people orientedness and; leadership and development on talent retention in institutions of higher learning in Uganda. Design/methodology/approach In a cross-sectional study, data were obtained form 218 respondents from two public universities. Confirmatory factor analysis (CFA) and structural equation modeling were employed to analyze the data. Findings The paper has two major findings: first, CFA maintained three dimensions of employer branding, namely; reward strategy, people orientedness and; leadership and development; and second, only reward strategy and people orientedness emerged as significant predictors of talent retention. Originality/value The results suggest that institutions of higher learning that embrace reward people orientedness strategies as measures for employer branding succeed in retaining their employees for longer.
      Citation: Industrial and Commercial Training
      PubDate: 2018-05-10T01:38:15Z
      DOI: 10.1108/ICT-03-2018-0031
       
  • Development of a conceptual framework on real options theory for strategic
           human resource management
    • Abstract: Industrial and Commercial Training, Ahead of Print.
      Purpose The purpose of this paper is to propose a conceptual real options theory framework for the firms to use options to mitigate both investment risks and retention of the trained human resources. Design/methodology/approach This conceptual paper is built with logical argumentation. Findings The growth of IT firms has created a demand for quality IT industry employees in substantive quantity in India. IT firms provide training and development (T&D) inputs for developing better skills of employees for better employee and superior firm performance. T&D input requires firm investment. It also creates enhanced market demand for the trained employee. High growth area like IT firms not only competes for market but also for employees. A trained employee might leave the firm that provided the training to join a rival firm which offers relatively better salary, a catch -22 situation. This paper develops a real options-based framework for strategic human resource management (HRM). Research limitations/implications This work integrates the theory of real options and strategic HRM. Originality/value This conceptual work is one of the first attempts to use real options theory on strategic HRM.
      Citation: Industrial and Commercial Training
      PubDate: 2018-05-09T02:13:17Z
      DOI: 10.1108/ICT-07-2017-0061
       
 
 
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