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논문 기본 정보

자료유형
학술저널
저자정보
저널정보
한국유통과학회 유통과학연구 유통과학연구 제14권 제2호
발행연도
2016.1
수록면
65 - 72 (8page)

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Purpose Recently on-the-job training – (OJT) has become the most preferred training and development method with the emergence of the concept that workplace is the best place where learning take place. But many researchers argue that OJT is not helpful for the performance of organization because OJT is not systematic and mostly depend on quality of trainer. Since Jacobs & McGriffin introduced S-OJT (structured OJT), there has been plenty of researches. But most of the researches have focused mainly on employee’s attitude and organizational performance caused by S-OJT and neglected a holistic approach of S-OJT as a system. S-OJT need to be analyzed comprehensively to understand training performance because S-OJT is operated as a system consist of input, process, and organizational context. Although S-OJT may create unintended consequences, there were few researches to explore them. Thus, the purpose of this study is to identify the critical success factors for S-OJT and to find unintended consequences of it. Research design, data and methodology – We conducted a case study on M business unit of A company which developed and has been implementing S-OJT program for years. We designed and prepared the process, collected and analyzed data for the study. We set the theoretical framework to analyze the case after reviewing theories and previous studies on S-OJT. We collected and analyzed internal reports and interview results of the employees of the M business unit. We tried to collect as many information as possible to secure the validity of the research results. Results – The critical success factors identified in the study are as follow. First, it is important to select and train proper trainers for S-OJT. Second, it is needed to develop structured training module. Third, organization have to use effective communication system like on-line community. Forth, trainer should have proper skills for training such as facilitating skill, coaching skill, and delivering skill etc. Fifth, proper learning place is needed. Sixth, organizational support is important especially, immediate supervisor support and concern is critical. Eleventh, it is needed to consider situational contexts. Among them, overload to the trainer will affect the effectiveness of S-OJT. In this study, we found an additional unintended consequence. “To teach is the best way to learn.” Experience as a trainer give employee an opportunity to organize one’s knowledge and skill and to attain facilitation skill, coaching skill, and relation skill. Thus, organization may use S-OJT to train the potential talent. Conclusions – Many organizations introduced S-OJT to train the newcomers because S-OJT drew attention as an important tool to develop employees. Following this trend, there has been increasing number of researches to find the results of S-OJT and identify the determinants of S-OJT success. However, most of the researches concentrated on finding effects of some factors neglecting holistic approach. This study tried to identify critical success factors affecting effectiveness of S-OJT by using case study and find additional unintended consequence. The results of the study will be useful for organizations which have a plan to adopt S-OJT.
#S-OJT #Critical Success Factor #Unintended Consequences #Case Study.

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참고문헌 (16)

참고문헌 신청
배현경 / 2013 / S-OJT에서 Kolb의 경험학습과정에 대한 경로 탐색 / 농업교육과 인적자원개발 45(4):125~143 dbpia 조세형 / 2011 / 구조화된 현장훈련(Structured OJT)과 조직성과의 관계에 관한 연구 / HRD연구 13(2):1~19 dbpia Jacobs, R. L. / 2003 / Structured on-the-job training: Unleashing employee expertise in the workplace / Berrett-Koehler Publishers, Inc google schola Jacobs, R. L. / 2010 / Structured on-the-job training / Credu google schola Jacobs, R. L. / 1998 / Learning from failure : A cost-benefit analysis study which resulted in unfavorable financial outcomes / Performance Improvement Quarterly 11(2):93~100 google schola

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