Advanced Manufacturing Technologies and Workforce by Nancy E. Waldeck

By Nancy E. Waldeck

First released in 2000. Routledge is an imprint of Taylor & Francis, an informa corporation.

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Sample text

Several approaches will be utilized in the examination of these questions. First, bivariate correlations will assess the strength and direction of relationships between variables such as technology (AMTs), workplace needs and individual workforce development activities. Second, regression analysis will be used to determine the performance effects due individual variables and their interactions. Third, a series of path analyses will be conducted. These analyses will examine the modeled relationships between AMT, workplace needs, workforce development activities and varied performance measures.

Over two hundred manufacturers in the automotive parts industry were surveyed about the costs and outcomes of a variety of training program types. " Firm investment in training included both the direct and total costs of training as well as other input variables as capital costs, material costs and labor costs. " Training can provide direct benefits to the organization or to worker groups. Utilizing comparisons of data from several databases, Mincer (1991) suggested that training might be indirectly profitable to firms due to increased worker tenure to the firm.

Results demonstrated that plant lines that used progressive HRM practices in "complement" had substantially higher levels of productivity than lines using traditional approaches. Individual worker practices in isolation, however, were found to have no effect on productivity. The previously cited studies provide three important considerations to further research on workforce development and organizational performance. First, research provides evidence for a relationship between human resource management practices and organizational outcomes.

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