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BENEFITS OF CROSS TRAINING: SCALE DEVELOPMENT AND VALIDITY
Navya Ninan
Research Scholar
Department of Commerce, CHRIST (Deemed to be University)
Hosur Road,Bangalore, 560029
navyaninan93@gmail.com
+91 8056504662
Joel Chacko Roy
Research Scholar
Department of Commerce, CHRIST (Deemed to be University)
Hosur Road, Bangalore, 560029
joel4christ@gmail.com
+91 9656110972
Dr. Mary Rani Thomas
Assistant Professor
Department of Commerce, CHRIST (Deemed to be University)
Hosur Road, Bangalore, 560029
maryrani.thomas@christuniversity.in
+91 9740294329
ABSTRACT
Studies related to Benefits of Cross Training were mainly done either in the context of qualitative
research or as comprehension of desk research. The literature scarcely covered the measurement
issues, and thus it had become vital to quantify and develop a scale to measure the Benefits of Cross
Training (BCT). Cross training means training that covers multiple tasks within a department. This
training technique keeps an employee prepared to handle more than a single job for which they have
been initially hired. This concept is also called 'worker multifunctionality’. The study aimed to
propose and validate an instrument to measure BCT. The first section of the study was Exploratory
Factor Analysis (EFA) establishing the benefits of cross training through four dimensions namely job
stability, career advancement, networking and idle time management. Confirmatory Factor Analysis
(CFA) was used in the second section to verify the factor structure of the observed variables. The
result indicated that cross training the employees in an organisation could help practitioners to adopt
the same as a strategy in retaining the employees by saving on the costs of recruitment, selection and
staffing. The findings also suggested that cross training helped in securing a job, progressing in one’s
career, enabling better interaction among the employees and efficiently managing the idle time in the
organisation.
Keywords: Cross training, Employee retention, Job stability, Career Advancement, Networking, Idle
time management
JEL Classification: O15, M53, L2
Introduction
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A situation in which an employee leaves an organisation for various reasons is called employee
turnover/attrition. It will have a negative impact on the organisation regarding their profitability,
productivity and customer satisfaction (Shukla, Srinivasan, & Chaurasia, 2013).
Employee turnover affects the business both emotionally and financially. The challenging issues a
company would face are to keep the attrition rate low and to manage retaining an employee. A
practical guide for a manager to retain their talents is by managing employee retention. A survey
conducted on 2,500 business officials revealed that the major problem faced by any organisation is the
employment retention. For a company to achieve its goal, voluntary turnover act as a barrier (Deloitte,
2014). Though there are various factors such as work-life balance, work culture, job satisfaction, pay
and promotion, etc. affecting the employee attrition, this study focuses on the effectiveness of cross-
training in retaining an employee.
This study can serve as a basis for measuring the effectiveness of cross training as one of the
organisation's retention strategies. Organisations conduct cross-training with a specific purpose: by
training the employee in handling another job well and safely. This option can be adapted to control
the workload arising due to absenteeism and to reduce the monotony of work. Cross training means
equipping an employee with the skills and responsibilities of another role at the company to increase
their effectiveness. This technique benefits employees to assume roles that are more diverse thereby
increasing the individual and organizational capability to achieve the mission of the company and
team performance. Consequently, it makes the business run more efficiently and amplify productivity
from the employees. This option can also be adapted to control the workload arising due to
absenteeism and to reduce the monotony of work (Thomas, 2013).
Years of working in an organisation, education levels, age and gender are some of the factors affecting
employee attrition (Rehman, 2012). A chance to learn will help the employees to grow further in the
organisation. Consequently, an employee may tend to quit the job. A high-paid job for a better
standard of living has become a necessity today, and hence they leave the current job (Halloran,
2012). Employees appreciate an organisation in which the direction is understood and transparent;
executives are respected and approachable, management is accessible and open communication at the
workplace. Compensation and diversity climate also determine the employees' intent to stay with an
organisation (Singh & Selvarajan, 2013).
Review of Literature
Importance of Training and development
The expectation of each employee varies concerning the organisation, the content and the training
outcome. Perceived movement capital, continued and effective commitment and job satisfaction act as
a mediator in the relationship between the turnover intention and the expectation met (Waldenberger,
2013). Low morale and the absence of motivation may lead into high attrition rate while when you
look into it from another point of view, low turnover leads to de-motivated employees as the chances
of forwarding and lateral movement is less. Human nature never allows one to remain in the same
position, to perform the same duty every day without expecting a change in routines or an opportunity
to advance (Gawali, 2019).
The implications of knowledge transfer (Shankar & Ghosh, 2013), the increased cost of hiring and
training them (Maiya, 2011) are some of the significant effects of employee turnover. Job
opportunities, work-life balance, pay and promotion, employee growth, training and development are
some of the possible approaches to retention (Abdullah & Mamun, 2017).
Waldenberger (2013) proposed that attrition rates can be brought down if employees are given
training for specific skills. If the employees are given training for general skills, it may increase the
employee's turnover intention. If you fulfil the employee's expectation of training having an intra-
organizational outcome, it will have a double-edged effect. Organizations should take into account the
training expectations of its employees while designing its training programs. An organisation can
retain its skilled employees if it meets the employee expectation concerning the organisation,
implementation and design of the training. Organizations are in need of cross-trained employees as
they have to deal with knowledgeable and sophisticated customers (Das, Upadhyay & Das, 2013).
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Higher the work engagement, lower will be the voluntary turnover. Highly engaged employees will be
highly motivated and provide better performance and commitment towards the organisation. This will
ultimately lead to increased profitability and better customer satisfaction (Muduli, Verma, & Datta,
2016). Training and development form the base to develop an employee's professional and personal
skills, abilities and knowledge. These training programs impart knowledge and prepare the employees
to face the future market. To remain competitive, employees including the management should keep
themselves updated. It is high time the Human Resource Management should start thinking beyond
the traditional motivational methods such as better work conditions, job security, personal
counselling, monetary incentives, pay, promotion, etc. (Chaubey, 2016).
The business environment of the 21st century forces an organization to train its employees to become
more efficient. Training Cross training ensures that the employees of the organization remain
dynamic, competent, motivated and effective throughout their work life (Lokesha & Siddegowda,
2009). Training and development is the process of obtaining and transferring skills, abilities and
knowledge which is required to perform a specific task or activity. In fact, at the beginning of the
twenty-first century, the Human Resource team have suggested one of the significant challenges that
they would face are issues relating to training and development. By providing the right training, an
organisation can ensure that their employees are equipped with the right skills and the same needs to
be updated and followed up (Stavrou, Brewster, & Charalambous, 2010). A sound training and
development plan would increase the quality of work and thereby the productivity will be improved.
To stay competitive in today's world, innovation and reinvention should also from a part of training
and development. It is possible only by including a wide range of learning activities in training. Thus,
an ideal training and development plan should become part of the organisation strategy, and the same
must link to the company goals and its performance. For this, the companies must adopt the active
learning approach (Achar, 2013). Training is very crucial because of the rapid changes and
advancements in technology, to enhance core competencies, to cope with the downsizing and re-
engineering strategies and also to narrow down the gaps in the formal education. Therefore the
training strategies and the organisational performance should go hand in hand (Niazi, 2011).
The principles of functional training state that training should be tailored to adjust to each's need.
Minimal learning cost, individual and team improvement and better quality are the outcomes of
following the principles of practical training. By extending the skill range of an employee, operational
flexibility will improve. A top quality employee can be attracted if he is offered learning and
development opportunity to increase his level of competence and to enhance his skill which will
enable him to gain job satisfaction and progression within the organisation. The well-trained staffs
help in building a strong team of employees which will, in turn, lead to significant financial results
(Abuharris Thabet, 2013). Training is a must to equip employees with necessary technical and soft
skills to enhance their productivity and performance. Trained employees possess the required soft
skills which help organizations to make better decisions, customer relations, interpersonal relations,
etc. (Kaur & Batra, 2018).
In today’s world, training is considered as a mean to gain a competitive advantage over other
organizations. Training increases the knowledge and develops the skill of an employee which will
enable him/her to perform his/her job more efficiently (Kute & Upadhyay, 2016).The training
programs will also enhance the follower's motivation, empowerment, morality, collaborative problem
solving, better planning and coordination and open communication. Proper assessments should also
be conducted by Subject Matter Experts (SMEs) to make sure the trainees are ready and determined to
perform. The learning process requires constant support and guidance. The primary objective should
be to maximise the benefits and also to document the same (Aguinis & Kraiger, 2009).
Although the reviewed articles have examined the various reasons for employee attrition such as job
satisfaction, work culture, pay and promotion, work life balance etc., the effectiveness of cross
training and its benefits were not fully explored.
Need for Cross training
Incorporating training into an employees' work-life can motivate him/her by giving them the learning
environment and ultimately making them an expert not only in their respective work profile but also
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in the other areas through cross-training. An employee may be hired to perform a particular task, but
cross training enables them to perform other functions by imparting the required skills. Thus they get
trained outside the standard parameters of their work. Cross training helps to find the hidden talents in
employees thereby enhancing their career (Gawali, 2009). Most of the companies due to the
challenging demands of the global economy have changed their workforce which was trained only for
one task in a workforce capable of multitasking.
The three types of cross-training based on the information provided are Positional Clarification,
Positional Modelling and Positional Rotation. Positional clarification is a type of training wherein the
employees are given awareness on each employee’s job position and related responsibilities. It
includes demonstrations, discussions and lectures. Position modelling is a training process in which
the employees’ tasks and responsibilities are discussed and observed by others. It is a method of
behavioural observation. Positional rotation is a type of training in which gives employees a chance to
perform different tasks over a period. It is done to have their hands on every task performed and get a
broader picture (Cannon B & Salas, 1998).
Cross-trained workers are high on demand as they can shift their capacity to where there is a need
which mainly attracts the manufacturing organisations as they are much in need of workers with
flexibility (Wallace, Oyen, & Mark, 2004). Cross training gives employees job satisfaction which will
make them stay in the organization for a long tenure. The experiences and skills gained through cross-
training help in normal operations as well as abnormal operations or during an emergency (Wise,
1998).
Cross-understanding is a by-product of cross training. Understanding precedes the actual training
process. An employee should first take the initiative to understand other tasks and its importance
considering his/her competencies and skills. Only then they would be willing to get trained in other
tasks performed to enhance their career. They should not do it out of compulsion which would
negatively impact the morale of the employees (Wesner, 2014).
Getting trained in multiple tasks can avoid job boredom. Hence they will be much happier with their
jobs and refrain themselves from seeking job opportunities elsewhere. They can also have better
mobility within the organisation and can move to another department with ease as they have multiple
skills. These employees are comparatively more creative and united. Cross training is considered to be
one of the principal ways of attaining flexibility for increased responsiveness to variability in demand.
The time of cross training will also influence the productivity. It is advisable to do it in a consistent
manner (Fowler, Buke, & Araz M., 2016).
Steps Involved in Implementing Cross training
Cross-training programs must be created with care and should become an opportunity to learn. These
programs should include all the positions in an organisation, and it is better if it is a long-term
program. To send an employee to another position without any prior notice cannot be considered as
cross training. Cross training is always a planned process.
S. & Rabiyathul, (2017) proposed the following steps in defining a right training program:
• Identify the tasks of an organisation that can be performed by others after a training session;
• Identify the employees who are ready to get cross-trained;
• Develop a training plan;
• Identify the competencies of the trainer;
• Give adequate time to the employees to learn and practice. Always remember that each
employee is different in grasping things;
• Rewarding an employee for taking additional responsibilities is a must;
• The employees should be aware of the reason for and the benefits before cross-training;
• Prepare a checklist should for the training.
Job stability
Job instability is an employee's inability or powerlessness to avoid an unanticipated loss. When a
person is given more alternatives especially regarding mobility at work, he/she will be less concerned
about the job stability (Greenhalgh & Rosenblatt, 1984).Sousa-poza & Henneberger (2018) also
4
proposed that high job stability ensures improved economic performance. Job stability and reward
stability would positively impact the group commitment (Park & Melamed, 2015). Greenhalgh &
Rosenblatt (2010) identified desired continuity in the present job as an essential element in job
security. Nevertheless, job stability negatively associates with employee turnover (Failla, Melillo, &
Reichstein, 2017). With the growth in non-standard work allocation and organizational downsizing,
job security is declining. Adoption of the lean and mean strategies in these organisations has led to
instability in work. Glavin & Schieman (2014) also highlighted that the threat of job loss or job
instability may result in increased mental stress. Further, Virtanen, Kivim, Elova, Vahtera & Ferrie
(2003) suggested that psychological distress and ambiguity in the role are the results of a non-
permanent job.
Career Advancement
Adhikari & Deb (2013) found out that there is a high correlation between career advancement and
employee retention. Pandey, (2017) identified that career advancement is one of the critical factors in
reducing employee attrition. The inclusion of non-monetary incentives such as promotion will lead to
the career advancement of the employees. As his career advances, he will gain more autonomy over
his job (Menguc & Bhutan, 2004).
Networking
Networking in the workplace is an employee's attempt to build and maintain a relationship with the
others who might assist them in their career or profession. Employees with more personal networks
are more content at work by developing emotional and social support than the employees with less
personal networks. Thus, by establishing a bonding among employees, their career can be enhanced
(Haley-lock, 2007). Mele (2010) further argued that networking should be virtuous and this requires
good faith, sharing knowledge and resources, serving with justice and most importantly exercising a
positive ethical behaviour within the network. Prakash, Locander, Marshall, Harris & Hensel (2008)
highlighted that their interaction with the superiors influences the organisational commitment.
Networking derives both objective and perceived career outcomes.
Idle time management
Melamed, Ben-avi, Luz, & Green (1995) suggested that reducing the job monotony can help to retain
the employees. They further added that job monotony has a direct relationship with idle time. If
organisations can manage the idle time of employees efficiently, it will have a positive impact on their
attitude. Further, if the organisation decreases the monotony of an employee, he will be more
motivated to work, which will, in turn, help him to be satisfied with the work he is performing. The
study also suggests that having job rotation among the employees will reduce their idle time (Kaymaz,
2010).
Research Questions
To identify the list of benefits derived from the concept of cross training
To explore the dimensions related to the benefits of cross training
Data and Methodology
An extensive review of the literature was carried out to explore the benefits of cross-training.
Exploratory factor analysis (EFA) is a statistical tool used to identify the latent constructs. EFA should
be carried out before conducting Confirmatory factor analysis (CFA). The EFA factors have been
established from the articles through a meta analysis on identifying the beneficial factors of cross
training. Exploring the factors alone would not suffice for modelling hence there is a need to confirm
if the established factors load on the given constructs which is appropriate for further measurement.
Therefore, confirmatory factor analysis is performed to understand the factor model fitting the data.
CFA helps in establishing a relationship between observed variables and the latent factors. SEM
allows a single latent factor to be associated with multiple measures. The graphical representation thus
derived will be a combination of the multiple regression and the exploratory factor analysis. This
method is also known as ‘causal modeling’. CFA and path analysis are the two components of SEM.
5
The structural relationship between the variables is then identified through Structural Equation
Modelling (SEM). The researchers have aimed at proposing and validating a tool for assessing the
benefits of cross training.
Judgement sampling is adopted to draw the sample based on the researcher’s knowledge and personal
judgement. Banking and financial service sectors are chosen as the scope of the study as they list
among the top five sectors having the highest attrition rate, 17.8% and 18.2% respectively (KPMG,
2018). The data was collected from 260 respondents where 20 questions were asked to assess the
benefits of cross training. The initial questionnaire is face validated by academicians and industry
experts from the human resource sector. A pilot study was initially conducted using 70 samples to
establish the validity of the questionnaire. The scope of the study is limited to the city of Bangalore
and the period of the study is 2018.
The final sample size of 260 is decided based on three thumb rules: Firstly, the ideal sample size
should range between 200-400 when SEM is used (Bagozzi & Yi, 2012). Secondly, the most
commonly used table of (Krejcie & Morgan, 1970) was used to determine from the infinite sample.
Thirdly, adopting the rule of thumb 10:1 where the number of questions or parameters multiplied by
ten respondents for every one question (Kline, 2015). Therefore a sample of 260 is considered
reasonable and justifiable.
Table 1 Demographic information of respondents in the study
Measure Items Frequency Percentage
Gender Male 138 53.1
Female 122 46.9
Generation 1946-1964 1 0.4
1965-1980 7 2.7
1981-1995 209 80.4
1996-2010 43 16.5
Banking Sector Investment Banking 122 46.9
Commercial/ Retail Banking 62 23.8
Auditing firm 76 29.3
People Manager Yes 95 63.5
No 165 36.5
Years of experience Less than one year 22 8.5
1-3 years 165 63.5
4-6 years 34 13
More than six years 39 15
n = 260
Table 1 shows the demographic details of 260 respondents comprising of 122, 62 and 76 investment
bank, retail bank and auditing firm employees respectively. The population of the study consists of
138 males and 122 females, of which 63.5% of them play the role of a people manager. We also
derive from the table that the majority of the respondents belong to the generation Y (who were born
between 1981 and 1995). On a total of 260 respondents, 165 of them have a work experience of 1 to 3
years.
Empirical Results and Discussions
Table 2 Rotated Component Matrix
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Component
1 2 3 4
JST3 0.877
JST2 0.875
JST1 0.817
JST5 0.816
JST4 0.803
CA3 0.822
CA4 0.809
CA2 0.761
CA5 0.713
CA1 0.698
NW2 0.833
NW4 0.828
NW3 0.821
NW5 0.731
NW1 0.643
ITM4 0.787
ITM3 0.756
ITM1 0.746
ITM5 0.721
ITM2 0.687
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
Exploratory factor analysis is used to study the dimensions of cross-training. The method of the
principal component with varimax rotation is used to ensure all the items load on a given dimension
(Hair, Gabriel, & Patel, 2014).
The study excludes items that have less than 0.50 loading are excluded from the study. The researcher
identified a four-factor structure with the extracted factors explaining 71.025% of the total variance.
The Kaiser–Meyer–Olkin test yields a value of 0.913, indicating that the data is suitable for factor
analysis. Further, Table 1 shows the factor loadings. Exploratory factor analysis revealed four
components; the first important factor emerged is job stability, indicating how secure the job can
become through cross-training provided. Followed by the second important factor, which relates to
the progression of an employee in the organisation, termed as career advancement.The third factor
appeared to be benefits related to interaction within the organisation, known as networking.The last
important factor is the efficient usage and management of time named as idle time management.
Table 3 Standardised loadings, Cronbach and Composite reliability
Dimensions Items Standardised
Loadings
Cronbach Composite
Reliability
Job Stability (JST) JST1 0.83 0.922 0.923
JST2 0.90
JST3 0.91
JST4 0.77
JST5 0.79
Career Advancement CA1 0.73 0.911 0.916
(CA) CA2 0.76
CA3 0.89
CA4 0.91
CA5 0.85
Networking (NW) NW1 0.84 0.924 0.927
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NW2 0.92
NW3 0.89
NW4 0.82
NW5 0.76
Idle Time Management ITM1 0.71 0.859 0.85
(ITM) ITM2 0.85
ITM3 0.60
ITM4 0.74
ITM5 0.81
Confirmatory factor analysis
The parameters are estimated using the maximum likelihood method. Several other indices are used to
determine the goodness of fit indices. Firstly, the x2/df<3 (Tabachnick & Fidell, 2007) is considered
acceptable, followed by Comparative Fit Index (CFI),>0.90 (Hu & Bentler, 1999), Goodness of Fit
Index (GFI)>0.80 (Greenspoon & Saklofse, 1998), Normed Fit Index (NFI)>0.90 (Hu & Bentler,
1999), Root Mean Square Error of Approximation (RMSEA) <0.80 (Maccallum, Browne, &
Sugawara, 1996), Parsimony Comparative of Fit Index (PCFI) and Parsimony Normed Fit Index
(PNFI)>0.50 (Mulaik, James, Alstine, Van, Bennett, Lind, & Stilwell, 1989). Convergent and
discriminant validity were done to assess and confirm the measurement as shown in Table 3.
Figure 1 First order model checking the constructs of Benefits of Cross training
First order analysis
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First order analysis was conducted using AMOS version 21.1, as shown in figure 1. Through the first
order model, four dimensions, JST, CA, NW, ITM were confirmed to be the independent predictors of
the Benefits of Cross training construct. All the factor loading are above 0.5 (Hair, Gabriel, & Patel,
2014) result in the first order model of the construct represented x2/df=3.009, Comparative Fit Index
(CFI) 0.919, Goodness of Fit Index (GFI) 0.843, Normed Fit Index (NFI)>0.884 Root Mean Square
Error of Approximation (RMSEA)<0.88 Parsimony Comparative of Fit Index (PCFI) 0.793Parsimony
Normed Fit Index (PNFI) 0.763.Therefore, the objective of confirmatory factor analysis is done by
checking whether the data fit a measurement model which is hypothesised by the given constructs.
The results indicate that the standardised loadings for each construct requirement are met considering
the error term. Also, the fit indices are based on the thumb rule required for a model fit. Further
indicating, the proposed question is found to fit in the context of assessing the unobserved construct.
Figure 2 Second Order Model Benefits of Cross training
Second order analysis
Second order analysis was conducted using AMOS version 21.1, as shown in figure 2. For the main
observed variable benefits of cross-training, we see that the four constructs can be used to measure the
central construct. The model fit indices for the second model. All the factor loading are above 0.5
(Hair, Gabriel, & Patel, 2014). The result in the second order model of the construct represented
x2/df=2.977, Comparative Fit Index (CFI) 0.919, Goodness of Fit Index (GFI) 0.843, Normed Fit
Index (NFI)>0.884, Root Mean Square Error of Approximation (RMSEA)0.87 Parsimony
9
Comparative of Fit Index(PCFI) 0.803 Parsimony Normed Fit Index( PNFI) 0.772. Therefore, the
objective of second order confirmatory factor analysis is done to indicate that benefit of cross training
being the main construct can be studied with the help of the sub constructs JST, CA, NW, ITM which
were confirmed in the first order. This second order analysis is a statistical technique to confirm that
the construct for the study purpose loads based on underlying sub constructs and acts as an important
tool for measurement.
Theoretical and Practical implications
Organisations implement cross-training as a progressive practice of human resource development.
Both the employer and the employee will benefit from this strategy both financially and career-wise.
It will also enhance the gratitude of the employees towards their company. Cross training would
enable employees to become future managers and help them in the decision making process. Clarity
on the goal of the organisation and a broader picture of the structure and its functioning makes the
task easier. In the process of getting cross-trained in different duties, they get an opportunity to
interact with new employees and thereby improve their network. Thus the employees become more
motivated and more empathetic. The confidence level and communication strength of the employees
can be thus improved. The work experience value enhances their career development. It ensures more
clarity in the work done and the employee will have an end to end knowledge about the job done All
these factors are essential for a manager in their career development process (Coleman Pees, 2017).
Knowledge retention and knowledge transfer are also made possible through cross-training. It ensures
that the knowledge is retained within the organisation even when an employee leaves (Levy, 2011).
Learning can be from two sources: system-based and people-based. The system-based sources include
procedure documents, training material repository, online training programs, contacts database etc.
The people-based sources include networking, coaching, shadowing, experience sharing, joint
decision making, practice forums etc. (Hayward-wright, 2009). Thus the transfer of knowledge may
result in a change in the attitude, disposition, practices and policies, development of innovative ideas,
critical analysis and logical thinking.
Cross training can happen in several ways such as upward, downward and horizontal. For example,
employees can get trained in the role of being the head of the department for a day with adequate
support. Attrition rate is not only affected by factors such as income but also by the lack of cross
training. Cross training and pay of employees should be considered to mitigate labour turnover which
will help organisations and individuals in achieving their objectives. Cross training is found out to be
a motivating element which will increase the loyalty of an employee and reduce the attrition rate of
the organisation (Abuharris Thabet, 2013).
Service organisations can use cross-training as a human resource program which will enable them in
deploying cross-utilisation. In recent times, insurance companies, hospitals, telephone companies and
various service operating environments have given much attention to cross-training. Cross training
grabbed the recognition as a result of the well-designed cross-training programs which benefited
companies in operations management and human resource.
Limitations and future directions
This study engrosses a few limitations which can serve as a margin for future studies. First is that the
scope of the study is limited only to the city of Bangalore. The future studies can be done using a
larger sample size for more validity and robustness of the results. Second, the findings of the research
may be limited to the banking and financial service sector. Hence, it cannot be generalised to the other
sectors. Third, only four factors namely, job stability, career advancement, networking and idle time
management have been identified. There are other benefits of cross training which can be explored in
the upcoming studies. Cross-training should always be connected to other human resource
management functions such as interpersonal relationships to reap the benefits of training. And these
should be implemented through sound principles and practices based on empirical research. Training
is a strategy to equip employees with the required skills to perform the present tasks. Adequate
training can improve the employee confidence, responsibilities and thereby increasing the
10
profitability. Poor and inadequate training are always the source of frustration for employees involved.
Effective training should also meet the personal needs of the employees. This brings in a positive
culture in the organisation.
Cross-training in an unstructured manner may adversely affect the employees. By assigning additional
responsibilities in the name of cross-training, employees may feel that the organisation is exploiting
them. By not giving utmost care, employees become unfocused and overburdened with work.
Extensive work on multiple types of jobs or extensive cross training in different skills may reduce the
efficiency of a worker compared to a worker who wholly dedicates to a single job. If the efficiency
decreases over a period, then it is advisable not to have extensive cross-training. Organizations should
never fail to provide adequate time and resources for training. The fact that people who are experts in
their respective domains need to be pulled away from their regular work to train the new ones may
reduce the productivity in one area. Assigning the same to someone else can affect the confidence of
the employee. It may also worsen the situation when responsibilities are attached to a person who has
recently learned the task than attributing it to the person who had been doing the work. Employers
should ensure that this will not lead to unhealthy competition between the employees.
Conclusion
A multi-skilled employee can help to maximise the productivity even when there is understaffing/
absenteeism in the organisation. It might help the company in times of internal and external changes
and also reduce the cost of recruiting. Now many multinational companies go for downsizing; during
these times of economic stringency, those employees who are multi-skilled have a better chance of
remaining employed. Multi-tasking/ cross training can reduce the idle time and also meet the demands
during the times of business fluctuations. Cross training helps the employees to get a broader picture
of the company and to grow within the organisation.
In conclusion, key man dependency is a threat to any organisation. The company is at risk when such
person goes on a vacation or decides to quit the organisation if the knowledge is limited to one
employee. Also, an employee tends to move out if he/she feels the work is no more challenging.
Giving a more comprehensive picture of the company will also improve the team bonding. It
ultimately reduces the monotony of work. Every company has a mission or shared vision, a
collaboration determining the concept for the future. Therefore, a company providing cross-training to
individuals promotes competent people and creates new opportunities for employees to pursue while
cultivating teamwork. Management provides a facilitator to guide and empower employees in this
type of program and as a result, the responsibility of a team leader is to generate ideas, set
expectations and guide individuals to their highest potential.
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Annexure I
Constructs and their measurement items
Constructs Proposed measurement items
Job Stability (JST) JST1: Cross training offers the flexibility of work
JST2: Cross training can be adapted to handle the workload arising due to
absenteeism
JST3: Cross training helps me to sustain during downsizing
JST4: I think cross training can bring job security in this era of automation
JST5: While maintaining a lean structure, I become a productive resource if
cross-trained
Networking (NW) NW1: Cross training helps me in networking across departments
NW2: Cross training will help me in improved interaction
NW3: Cross training helps me in better coordination and teamwork
NW4: Cross training will help me in improving my communication skills
NW5: Cross training would not let me shy away from different work
Idle Time
Management (ITM) ITM1: I think providing cross-training can reduce my idle time
ITM2: Cross training can make use of my precious time constructively
ITM3: Providing cross training is with the intention to keep me occupied
ITM4: Cross training helps me to reduce boredom
ITM5: Cross-trained employees would not feel job monotony
Career Advancement
(CA) CA1: Cross training helps me in learning new skills
CA2: Cross training prevents stagnation in the same position
CA3: Cross training helps in my career enhancement
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CA4: Cross training helps in my employability next level
CA5: Cross training considers my professional growth
Biography of the Authors
Navya Ninan is a research scholar at CHRIST, Bengaluru. She has an industry experience of 2.5
years with the Royal Bank of Scotland. Her research interests include Human Resource Management,
Training & Development and Career Development.
Joel Chacko Roy is a research scholar at CHRIST, Bengaluru. The author has qualified Junior
Research Fellowship (JRF) to further pursue his Ph.D. His research interests include Cross-cultural
Management, Human Resource Management and Organizational Behaviour.
Dr. Mary Rani Thomas is an Assistant Professor at CHRIST, Bengaluru. Her research interests and
publications are in the fields of Consumer Behaviour and Organisation behaviour and she has
attended various seminars and workshops in the areas of her interest.
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