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Abstract

Training opportunities provide employees with adequate chances to enhance their knowledge base. Providing the essential training would help the employee to progress in his/her career and it equally benefit the organization in meeting the quality standards through a reduced employee attrition rate. The need to invest in employees to improve their competencies was felt due to the changing demand for skills in the Fourth Industrial Revolution. This study highlights the need for training and development in the era of Industrial Revolution 4.0. The study also gives a distinction between the traditional training methods and the training methods for the next generation and throws light on the latest training tools adopted by organizations.
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... Automation of personnel management processes and training by mobile applications is also available and getting feedback by application is easier and faster than by traditional methods. The monetary drain of employee turnover costs manufacturers hundreds of thousands and sometimes millions of dollars annually [11,14]. ...
... A lot of enterprises face the challenge of finding new skilled workers. This is a multifaceted problem, as it relates to the rapid retirement rate of opulent employees, and a shortage of qualified young workers due to the lack of graduate programs in intelligent manufacturing (robotics, automation, big data, analytics, and additive manufacturing) [5,14,15]. ...
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Sustainable development of technology in manufacturing motivates entrepreneurs to increasingly introduce technical innovations into their production process. In times of technical progress, the selection and support of qualified personnel are especially important. The process of introducing new technologies or innovations in an enterprise is closely related to the personnel involved in this process. Sustainable development of the enterprise is possible, subject to the sequence of processes, namely, ensuring the adaptation of personnel and collecting feedback. A mobile application can be innovative for a particular enterprise and ensure sustainable development and adaptation to Industry 4.0 technologies. Given the pressure of technology and the environment on small- and medium-sized manufacturing enterprises, it was proposed to conduct a practical study in the conditions of a typical enterprise of this category. To explore the attractiveness of mobile applications as a tool for enterprise sustainable development, an application with basic features that should help provide a framework for integrating Industry 4.0 technologies into the manufacturing process was proposed. In the course of the study, a cycle of innovations and a set of evaluation methods for some of them were proposed. With the help of the proposed assessment methods, as well as the practical use of the mobile application, it became clear that the proposed solution can create a positive effect. The success of this kind of innovation and the further sustainable development of the enterprise is possible if the gradual adaptation of employees will be ensured; it will enable further innovation.
... Experiences during training may also alter a learner's intention to complete the training [33]. Failure to provide proper and adequate training could even lead to low morale in the workplace [34,35]. For better quality and effectiveness, the training of skilled workers should be accomplished through a formalized process [36]. ...
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The Theory of Planned Behavior (TPB) is a useful framework that helps explain people’s behavior across a wide range of settings. The present study adopted the TPB to investigate factors that affect the complexity of the learning intention of workers involved with a lean manufacturing training initiative. Even though workers’ training has been consistently listed as a critical success factor for innovative improvement initiatives, very few studies explore direct workers’ learning intentions. This is particularly true within the area of lean manufacturing training. Hence, direct workers in an automotive parts manufacturing organization were invited to participate in this study, to which 204 workers voluntarily responded. The survey data was compiled and analyzed through stepwise regression to establish the effects of the different factors on learning intention in lean manufacturing training. It was determined from the empirical results that the participants’ attitude toward learning from lean manufacturing training and the perceived behavioral control factors positively affected the workers’ learning intention. Organization management could look into different measures and policies to stimulate better learning effects from training programs among the participants. Actions that could foster positive attitudes and confidence of workers towards lean training initiatives will be most helpful in enabling effective and innovative lean practices on the organization’s shop floors. The key theoretical and managerial implications, as well as the limitations of the study, are also discussed.
... The upskiling and reskilling needs demanded by new job profiles require appropriate training programs, which according to [19], are typologies of learning programs to empower the workforce. Training programs allow to reach lifelong learning [20], and digital literacy for the new factory oriented job profiles of the future. ...
Conference Paper
Industry 4.0 is promoting the digitisation of manufacturing sectors towards smart products, machines, processes and factories. The adoption of disruptive technologies associated to this industrial revolution is re-shaping the manufacturing environment, decreasing low-skilled activities and increasing high-skill activities. These technological trends are affecting the job profiles and the skills required by the workforce, which demand proper training programs to address upskilling and reskilling needs. Having this in mind, this work proposes a model that contributes to understand how technological trends may impact the new job profiles and relevant skills, as well as how these skills may be upskilled by the workforce through available training programs according to their gaps and impact. The applicability of the proposed model was illustrated by considering two trends, the connectivity and the value of the data, and a catalogue of compiled new job profiles and training programs.
... Assim, a gestão do capital humano no contexto da 4.ª RI envolve o desenvolvimento e a utilização eficaz dos recursos humanos, da inteligência artificial e da robótica, para alcançar as metas e os objetivos organizacionais (Baykal, 2020;Mathur, 2018). Espera-se que os princípios subjacentes à gestão do capital humano -o planeamento, o recrutamento, o desenvolvimento, a remuneração e o investimento na mão-deobra digital -se tornem mais intensos e complexos (Kaur, Awasthi, & Grzybowska, 2020;Ninan, Roy, & Thomas, 2019;Kalitanyi & Goldman, 2020). ...
Chapter
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A profissão de assistente administrativo/assistente executivo possui elevada permeabilidade à atual transformação digital, apesar de ser baseada em conhecimento instrumental e frequentemente desempenhada como uma extensão de outros cargos organizacionais. O perfil deste profissional colide, diretamente, com duas das funções essenciais da tecnologia no trabalho: a automação, que visa a supressão de atividades ineficientes, repetitivas e a racionalização, simplificação e otimização; e a inovação, orientada à minimização de custos e à maximização da qualidade, acessibilidade e conveniência. Este trabalho apresenta evidências sobre o estado atual dos desafios que se colocam aos postos de trabalho administrativos em Portugal, utilizando, como referência, as principais atribuições internacionais da profissão, sendo enquadradas num quadro de diagnóstico global de competências. Abstract The administrative assistant/executive assistant profession has a high permeability to the current digital transformation, although it is based on instrumental knowledge and often performed as an extension of other organizational positions. The professional profile collides directly with two of the essential functions of the technology at work: automation, which aims at the suppression of inefficient activities and the rationalization, simplification and optimization; and innovation, oriented to the minimization of costs and the maximization of quality, accessibility and convenience. This work presents evidence on the current state of the challenges faced by administrative jobs in Portugal, using, as a reference, the main international assignments of the profession, organized in a global skills' diagnosis framework.
... Industry 4.0 adoption in small and medium enterprises (SMEs) firms are influenced by factors like manufacturing strategy, employee skill-sets, cost of implementation in small and medium enterprises (SMEs), level of digitization in the firm, level of digitization of supply chain of the firm, and commitment of top management towards Industry 4.0. These above factors were well documented in the literature of the large and medium scale firms [8] . However, from the perspective of small and medium-scale firms of the Indian industry needs more detailed study to understand the influence of these factors in the adoption of Industry 4.0. ...
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Chapter
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Book
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Modern endüstriyel dönüşümün hemen hemen tüm ders kitaplarında Watt’ın on sekizinci yüzyılda buhar makinesini icat etmesiyle başladığı belirtilir. Elbette buhar makinesinin icadı tarihsel süreç içerisinde endüstriyel devrim niteliği taşıyabilir ancak Lewis Mumford, ne kömür ne demir ne de buharın endüstri devrimlerinde anahtar rolü oynamadığını ileri sürmekte ve esas aktörün “saat” olduğunu belirtmektedir. Mumford’a göre saat, gelişimin her aşamasında hem makinenin en çok göze çarpan gerçeği hem de tipik sembolüdür. Mumford’un bu savına göre, feodal dönemde zamanı takip etmek yerine zamana uyma, zamana fiyat biçme ve paylara bölme noktasında kapitalizmin de hızla yol almasında ana etkenlerden biri olmuştur. Bu noktada, Mumford’ın bu iddiası endüstri 4.0 diye adlandırılan süreçte işlevsel bir bilgi niteliği taşımaktadır. Çünkü endüstri 4.0, zaman algımız üzerinde derin etkiler yaratarak, tabir yerindeyse, hızıyla ve zamanı kullanmamıza sağladığı katkılarla baş döndürmektedir ve Mumford’un dediği gibi saat sadece, zamanı takip etmeye değil, endüstri 4.0 bileşenlerinde kendini gösterdiği gibi insanların eylemlerini senkronize edip, takip etme işlevi de görmeye devam etmektedir. Zamanın ve teknolojinin etkileşimi sonucu ortaya çıkmış olan ve bugün adından sıkça söz ettiren endüstri 4.0’ın, işletme fonksiyonlarına etkisinin incelendiği bu eserde öncelikle, kavramın ortaya çıkışı, işletmelere etkileri açıklandıktan sonra stratejik yönetim ve bilgi yönetimi bağlamında değerlendirmesi yapılmıştır. Ardından kavram, işletmenin üretim, muhasebe, finansman, pazarlama, insan kaynakları yönetimi fonksiyonları bağlamında ele alınmış ve incelenmiştir. Ayrıca işletmelerin olmazsa olmaz çabalarından girişimcilik ve inovasyon perspektifinde de kavram analiz edilmiştir. Bu anlamda kitap, konuyla ilgilenen tüm öğrenci, akademisyen ve yöneticilere yol gösterici bir nitelik taşımaktadır.
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Before the industrial revolution began, managing people was not an art and teamwork was not explicitly understood or studied in engineering workplaces. Following the first industrial revolution, research began on understanding people and collaboration as an important aspect for productivity in engineering. By the end of two more groundbreaking industrial revolutions, robust frameworks focusing on teamwork were introduced to enhance productivity, efficiency and profit. The most recent industrial revolution, Industry 4.0 (4IR) has been introduced in several manufacturing industries globally which is characterized by the application of information and communication technologies. In this era of manufacturing, production systems will move towards automation through expansion of network connections and enhancement of communication with other facilities. The requirement of complex collaboration and effective teamwork will further increase with the expansion of technological advancement in engineering workplace. However, industries and academia have not agreed on what important teamwork aspects are necessary to comprehend the changes in Industry 4.0. Furthermore, research is required on how to effectively develop teamwork as a competency to adapt to the new industrial revolution. The purpose of this study is to conduct a systematic review of the literature to identify a more comprehensive understanding of how teamwork has been used or proposed in engineering workplace in order to align with the changes in Industry 4.0. RQ: What aspects of teamwork have been proposed or studied in order to ensure effective teamwork for Industry 4.0 in the engineering workplace? We analyzed sources from book chapters, journals and conference papers using “Teamwork” and “Industry 4.0” as our initial search term in several databases including general database, journal database and gray literature database. We looked for key words in the scholarly papers which were relevant towards teamwork in Industry 4.0. This step yielded 32 scholarly papers that were used in the final step of the systematic review. The final step was the synthesis of our systematic review which involved identifying 7 key teamwork attributes necessary to create an effective teamwork environment in workplaces that are or will be shifting to 4IR. The results of the systematic review yielded key themes on teamwork which have been proposed for comprehending the technological advancement through the new industrial revolution in engineering workplaces. Furthermore, when these results are combined with our previous work on teamwork, we are able conclude that this study will provide valuable insights to both academia and industry who are seeking to find guidance for teamwork skills development process in order to prepare the future engineering workforce for 4IR. Also, in addition to the technical skills required in adapting to Industry 4.0, these attributes will highlight key teamwork skills which would potentially contribute towards engineering competencies among industry and academic leaders.
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Training has become the buzz word in the dynamic competitive market environment.Human capital differentiates a great organization from a good one. Organizations investing in effective training and development for human resource tend to achieve both short and long term benefits. This study presents a literature review on the significant of training and development on employee productivity. Employees tends to become absolute, and therefore making the need to adapt to the continuous learning and updating of the skill and knowledge invaluable, due to the organizational, technological and social dynamics. Thus, in order for organizations to achieve optimum returns from their investment, there is imperative need to effectively manage training and development programs. However, the most vital asset of every organization under stiff and dynamic competition is its human capital. Training and development is an instrument that aid human capital in exploring their dexterity. Therefore training and development is vital to the productivity of organization's workforce.
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This article draws on the training and business ethics literatures to craft a framework for creating and maintaining effective ethics training programs. We identify four themes in the recent training literature — trainee characteristics, training design, transfer of trained skills, and evaluation issues — and use these as the basis for creating a model of ethics training. As an illustrative example, we explore the research on individuals' cognitive moral development and examine how a framework built on sound training principles might enhance the efficacy of ethics training. Finally, we present a series of research questions that arise from this integration of ethics and training research.
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This book presents detailed guidelines for conducting structured on-the-job training (S-OJT), which is training based on the premise that OJT can be structured and planned so as to produce more predictable and reliable training outcomes. Together, the book's 15 chapters systematically examine the topics of meeting the demand for employee expertise, structuring OJT processes, and using S-OJT. The individual chapter topics are as follows: (1) the challenge of developing employee expertise; (2) a system view of S-OJT; (3) training and learning in the work setting; (4) deciding whether to use S-OJT; (5) analyzing the work to be learned; (6) selecting, training, and managing employees to deliver S-OJT; (7) preparing S-OJT modules; (8) preparing to deliver S-OJT; (9) delivering managerial, technical, and awareness training; (10) evaluating and troubleshooting S-OJT programs; (11) organizational change and S-OJT; (12) the global perspective of S-OJT; (13) workforce development and S-OJT; (14) change management process and issues in using S-OJT; and (15) developing a culture of expertise. (Forty tables/figures are included. The following items are appended: excerpts from the "Training within Industry Report" describing the Lens Grinder Study; S-OJT trainer and trainee evaluation forms; and a sample S-OJT module with embedded training events. The bibliography lists 161 references.) (MN)
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Sharing knowledge and information is an important factor in the discourses on electronic government, national security, and human capital management in public administration. This article analyzes the impact of organizational context and IT on employees’ perceptions of knowledge-sharing capabilities in five public sector and five private sector organizations in South Korea. Social networks, centralization, performance-based reward systems, employee usage of IT applications, and user-friendly IT systems were found to significantly affect employee knowledge-sharing capabilities in the organizations studied. For public sector employees, social networks, performance-based reward systems, and employee usage of IT applications are all positively associated with high levels of employee knowledge-sharing capabilities. Lessons and implications for knowledge-sharing capabilities and management leadership in the public sector are presented.
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Seven hundred and eighty-five human resource professionals responded to a questionnaire about diversity issues in their organizations. Analyses were conducted to determine the factors associated with (a) adoption of diversity training and (b) perceived training success. Results revealed that both training adoption and perceived training success were strongly associated with top management support for diversity. In addition, training adoption was associated with large organizational size, positive top management beliefs about diversity, high strategic priority of diversity relative to other competing objectives, presence of a diversity manager, and existence of a large number of other diversity-supportive policies. Perceived training success was also associated with mandatory attendance for all managers, long-term evaluation of training results, managerial rewards for increasing diversity, and a broad inclusionary definition of diversity in the organization. Suggestions for future research are offered.
How Training Jump-Starts Employee Performance. Indian Management
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