Foreign Literature
Foreign literature The analysis of how individuals obtained and are paid for their skills is fundamental to labor economics. The basic idea of human capital theory is that workers and firms invest in workers’ skills in order to increase their productivity, must as persons invest in financial or physical assets to earn income. Workers develop many skills through formal education not tied to an employer, but an important part of their skills are learned on the job. Employees acquire skills on the job in a variety of ways. They may train formally in classes, informally by co-workers or supervisors, or they may become more productive without direct training as a result of learning by doing.
“H. Francis and M.A. Loewenstein, Foundations and Trends in Microeconomics, Now Publishers, Inc., Hanover MA, USA, 2006, pp. 1-2.”
One of the features of working life today is that whatever education and training s obtained at the start, it will almost certainly become redundant or obsolete during one’s working lifetime. The need to train, and to acquire new knowledge, new skills, and new attitudes has become an everyday aspect of each individual’s working life. In some cases, these may merely be an updating process, but in others, it will require a change from one occupation to another.
“Boella, Michael, & Gross-Turner, Steven, Human Resources Management In The Hospitality Industry: An Introductory Guide, Elsevier (Singapore) Pte Ltd., p.119”
Most people have faced the challenge of learning new knowledge and skills as part of their job. Training programs are designed to make this learning easier and less threatening. Yet, training is not meant to benefit individual employees only. The organization expects benefits from employees’ training. In fact training helps insure that employees can do what the organization asks of them. Thus, training is ultimately about the issue of developing high levels of employee and expertise.
“Ronald L. Jacobs, Structured on-the-job Training,
“H. Francis and M.A. Loewenstein, Foundations and Trends in Microeconomics, Now Publishers, Inc., Hanover MA, USA, 2006, pp. 1-2.”
One of the features of working life today is that whatever education and training s obtained at the start, it will almost certainly become redundant or obsolete during one’s working lifetime. The need to train, and to acquire new knowledge, new skills, and new attitudes has become an everyday aspect of each individual’s working life. In some cases, these may merely be an updating process, but in others, it will require a change from one occupation to another.
“Boella, Michael, & Gross-Turner, Steven, Human Resources Management In The Hospitality Industry: An Introductory Guide, Elsevier (Singapore) Pte Ltd., p.119”
Most people have faced the challenge of learning new knowledge and skills as part of their job. Training programs are designed to make this learning easier and less threatening. Yet, training is not meant to benefit individual employees only. The organization expects benefits from employees’ training. In fact training helps insure that employees can do what the organization asks of them. Thus, training is ultimately about the issue of developing high levels of employee and expertise.
“Ronald L. Jacobs, Structured on-the-job Training,