European Journal of Training and Development

Eduardo Tomé

2013 European Journal of Training and Development

doi: 10.1108/03090591311319762

Purpose – This paper aims to review the intervention of the European Social Fund (ESF) as an instrument of human resource development (HRD) policies in the European labor market. Design/methodology/approach – The paper uses an economic background, and reviews the official documents produced by the ESF during its history to try to define its economic impact. Findings – The paper concludes that the ESF was mainly a force of absorption of funds, which were sent from the European Union (EU) budget to certain regions. Research limitations/implications – The absorption logic has the implication that it is doubtful that the ESF completely pursued its aims, because the urge to absorb money somehow overshadowed the need to use it efficiently. Originality/value – This is the first time the ESF action has been reviewed in one single paper from an economic point‐of‐view.

Anne Boon; Elisabeth Raes; Eva Kyndt; Filip Dochy

2013 European Journal of Training and Development

doi: 10.1108/03090591311319771

Purpose – Teams, teamwork and team learning have been the subject of many research studies over the last decades. This article aims at investigating and confirming the Team Learning Beliefs and Behaviours (TLB&B) model within a very specific population, i.e. police and firemen teams. Within this context, the paper asks whether the team's beliefs about the interpersonal context and the occurrence of three team learning behaviours (construction, co‐construction and constructive conflict) play a role in building and maintaining mutually shared cognition in a collaborative learning environment leading to a higher effectiveness. Self‐efficacy was added to the original model. Furthermore, the effect of team meeting frequency on the TLB&B model was investigated. Design/methodology/approach – All constructs were measured using the validated Team Learning Beliefs and Behaviours Questionnaire completed with the self‐efficacy scale. Data were collected from 126 teams ( n individuals =769) and analysed using stepwise multi‐level regression analyses and analyses of variance. Findings – The results show that the examined model generally applies to the data. Furthermore, self‐efficacy was found to be a valuable addition to the model. Originality/value – This article validates an existing team learning model in a new context, namely that of response teams. Furthermore, it adds self‐efficacy as a predictor for team learning behaviours and team effectiveness. A multilevel‐approach was used as a valuable alternative of aggregating individual perceptions to team constructs.

Mercedes Ubeda‐García; Bartolomé Marco‐Lajara; Vicente Sabater‐Sempere; Francisco García‐Lillo

2013 European Journal of Training and Development

doi: 10.1108/03090591311319780

Purpose – The aim of the paper is to identify which variables of training policy have a significant and positive impact on organisational performance. Design/methodology/approach – A targeted literature review was conducted to identify and collate a comprehensive range of human resource management and training conceptualisations/investigations. This was the basis for the approach to contrast hypotheses. The paper used a sample of Spanish companies and the method of analysis was regression. Findings – The results obtained in this paper do suggest that the training policy positively correlates with organisational performance, both using objective result measures (productivity and financial performance) and in the subjective measure of perceived financial performance and in intermediate result measures. Research limitations/implications – The study was confined to the analysis of a single Spanish region, and specifically referred to its hotel industry, which means that the results obtained must be situated within that specific context examined. To this must be added that the data were collected from a single source (CEOs) and, of course, it would have been more appropriate to use data from multiple sources. Originality/value – From an academic point‐of‐view, the research initiative presented here is placed within the new line of development for research into training and performance that tries to overcome the restrictions faced in other publications, trying to go one step further in the search for more specific connections between human resources and performance. From a practical viewpoint, this research work could help hotel entrepreneurs in two ways: first, by providing evidence that the resources allocated by hotel firms to the training of their staff have a positive impact on their profit levels; and second, by showing which variables should be considered to achieve this relationship.

Tim Hatcher

2013 European Journal of Training and Development

doi: 10.1108/03090591311319799

Purpose – The purpose of this paper is to investigate the ideals and activities of the nineteenth century Welsh industrialist and reformer Robert Owen (1771‐1858), and how they informed modern human resource development (HRD) concepts and practices and provided evidence of Owen as a HRD pioneer. Design/methodology/approach – Historiography provided a method to understand how historical figures, and the context in which they lived and worked, inform contemporary research and practice. Findings – Contextual factors of economics, politics and societal demands and the influences of Owen's early life, his immersion within the British factory system and the creation of the New Lanark mill village, Owen's great work experiment, revealed a strong impact on his thinking and actions. Thematic findings included: managing people and profit, education and training, pioneering workplace innovations, and the failure of the New Harmony, Indiana community. Themes provided unique historical evidence that education and development of workers, and the creation of humane work and community environments are linked across time and contexts to modern concepts of human resource development and thus supported Owen as a HRD pioneer. Practical implications – Understanding the ideals and workplace experiments and contextual influences on a historical figure such as Robert Owen illustrate how modern concepts of workforce training and education, diversity, equality and justice and social responsibility originated and the importance of contexts on their development and success. Social implications – Contexts of economics, politics and societal demands greatly influence organizations and the creation of humane workplaces that nurture human potential. Originality/value – The study brings history and historiography as a research method to the forefront of HRD research and practice. The study provides the beginnings of a collective historical memory that can contribute to HRD defining itself and establishing its identity as a discipline.