[雙語(yǔ)翻譯]員工培訓(xùn)外文翻譯--沙特阿拉伯中小企業(yè)員工培訓(xùn)有效性研究

1、3400 英文單詞， 英文單詞，20000 英文字符，中文 英文字符，中文 6000 字文獻(xiàn)出處： 文獻(xiàn)出處：Shiryan S, Shee H, Stewart D. Employee training effectiveness in Saudi Arabian SME performance[J]. International Journal of Business and Social Science, 2012, 3(14)：

2、46-52Employee Training Effectiveness in Saudi Arabian SME PerformanceSalem Shiryan, Dr. Himanshu Shee,Deborah StewartAbstractA skilled workforce is crucial to the success of any organisation, and quality management is a

3、contributing factor towards the increase or decrease in a company’s profits. In this review of the organisational training literature as it may apply in a Saudi Arabia context, a number of dimensions are considered. Mana

4、gement training is an important aspect of staff training, as leadership qualities and change management drive organisational objectives. Research into further technical and policy training to meet environmental change ar

5、e required by both managers and employees, whilst updating employees’ job skills is also important.Keywords: Employee training effectiveness, SME performance, Saudi ArabiaIntroductionEvaluations of organisational trainin

6、g generally define knowledge transfer by profitability outcomes, including cost reduction and quality assurance. Whilst Hansson (2007), described the relationship between training investment and staff turnover, the propo

7、sed study follows Hansson?s research through its focus on employees? engagement with the organisation: communications, consensus, and teamwork. By taking a strategic position to direct employee education and training tow

8、ards an improved organisational environment, management could therefore achieve greater return, profitability and higher-quality outcomes (Jennex, 2008; 2010). The research uniquely focuses on employee training as a care

9、er-building approach and a means of enhancing performance in Saudi SMEs. Within a traditional society that values leadership, this study seeks to understand employees? engagement with the organisation as evidenced throug

10、h its training policies.This study used a conceptual management framework to support the research aims, that is, to explore dimensions of management training and development. The hypotheses were framed around organisatio

11、nal training, and the input of senior management to that training to study the relationships between training and organisational performance. The nature of the Saudi workplace is an issue in this study, as the literature

12、 reports a lack of national skills that contribute to a low participation rate of Saudis in the labour force, particularly women. Saudi Arabia has therefore a large number of expatriate workers, and it is possible that t

13、heir previous experience may skew the knowledge and skills level of SME workplaces. These and associated matters concerning management involvement in training are discussed in this paper.Background LiteratureTraining and

14、 Organisational PerformanceOrganisational performance is directly related to employee training (Delaney & Huselid, 1996), appropriate training facilitates communication and improves the quality of work (Fussell, Krau

15、t, & Siegel, 2000). Appropriate training improves the knowledge and skills of workers, which ?commitment of top management has been cited as one of the most important factors impacting the success potential of TQM in

16、 a firm? (p. 6). Commitment to change by the firms? leaders will influence the behaviour of their employees. Executive managers should provide clear goals for their organisation and communicate these regularly so that al

17、l staff members are aware of their roles (Dresner, 2007, p. 286). Management makes demands on executives similar to those of team sports: i.e., ?individuals must have a clear understanding of their own roles and responsi

18、bilities and those of the teammates?. Further, staff must understand the roles of the other groups or individuals in the organisation.Dresner (2007), presented a comprehensive framework for building effective management

19、training and development programs. Involvement of executives in training varies among organisations, depending on management style. Hamzah and Zairi (1996), investigated executive involvement in training activities to eq

20、uip employees with knowledge and skills, including funding to allocate sufficient resources to support the change activities. To some researchers, executive management involvement means empowerment to effect change, to c

21、reate an organisational culture for supporting change, and to institute the appropriate reward system and increase communication throughout the organisation. These studies underlie the importance of training in an organi

22、sation. For the purpose of this paper, the executive management’s interest in training extends to the average annual cost per employee, whether the training is aligned to technical competency or corporate goals, and its

23、value to the employee. Incentives for employees are investigated: training is remunerated as part of employment without cost to the employee, and may include performance pay if work outcomes change significantly after tr

24、aining. This literature review shows that executive support for training is necessary to maximise organisational performance.Conceptual FrameworkThis study used a conceptual management framework to support the research a

25、ims, that is, to explore dimensions of management training and development (figure 1).Nature of TrainingH1 (a)+ Training OutcomeH3+Management InvolvementH1 (b)+ H2 (a)+H2 (b)+Firm PerformanceH1 (c)+ H2 (c)+Management Mot

26、ivationFigure 1 Conceptual research frameworkColeman (1988) noted that knowledge from management training is used to benefit the firm when it employs the individual?s human capital. The management training approach ident

27、ified by Donnelly (1987), is relevant to this study: assessment of organisational needs, resource availability, assessment of job training needs for the individual, and program design. Further, the effects of executive c