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Title: On-the-Job Training
Resulting in 1 citation.
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Barron, John M. Berger, Mark Charles Black, Dan A. |
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On-the-Job Training Kalamazoo MI: W.E. Upjohn Institute for Employment Research, 1997. Also: http://www.upjohninst.org/publications/titles/ojt.html Cohort(s): NLSY79 Publisher: W.E. Upjohn Institute for Employment Research Keyword(s): Human Capital; Skills; Training, Employee; Training, On-the-Job; Transfers, Skill Permission to reprint the abstract has not been received from the publisher. From the Introduction: ...Researchers now widely accept that there are two key aspects of training. First, there is the recognition that on-the-job training is an important example of an "investment" in human capital. Like any investment, there are initial costs. For on-the-job training, these costs include the time devoted by the worker and co-workers to learning skills that increase productivity plus the costs of any equipment and material required to teach these skills. Like any investment, the returns to these expenditures occur in future periods. For on-the-job training, these future returns are measured by the increased productivity of the worker during subsequent periods of employment. The second key aspect of on-the-job training is the distinction between "general" and "specific" on-the-job training, a distinction emphasized by Becker in his early works. While all training increases the productivity of the worker at the firm providing the training, general training also increases the productivity of the worker at firms other than the one providing the training. For example, a secretary who learns the use of a standard work-processing program or a doctor who interns at a specific hospital both receive general training, as these skills are transferable to other workplaces. On the other hand, specific on-the-job training increases the productivity of the worker at the firm providing the training, but not at other firms. Resources spent orienting new employees to the practices of their new employer, or teaching employees how to contribute to a unique assembly process or work team, are examples of specific training. |
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Bibliography Citation
Barron, John M., Mark Charles Berger and Dan A. Black. On-the-Job Training. Kalamazoo MI: W.E. Upjohn Institute for Employment Research, 1997.. |