KASH training models: increasing levels of commitment and organizational effectiveness
Abstract
The purpose of this article is to propose a strategic evaluation framework based on KASH training models, applicable in the first instance to SMEs in the clothing manufacturing sector in Bogota (Colombia), which in turn allows the possibility of developing new methodologies based on this proposal to be replicated in organisations from different sectors, as well as taking advantage of the possibility of increasing levels of commitment and motivation. The population of formal employees in this sector in 2021 was 626,350, and therefore the sample will be 384 employees. This framework is proposed as a set of postulates or tentative hypotheses in such a way that its approach becomes the support of a general framework and its subsequent verification through the analysis of the information collected in the sample about the perception of the relationship of the 4 KASH dimensions with commitment and organisational effectiveness. The main conclusion of this article proposes that each employer has differential expectations regarding the knowledge, skills, attitudes, and habits of employees and that, for this reason, the standard recruitment profiles must be complemented with adjusted training models that allow the use of the interaction of these 4 dimensions for the improvement of the levels of organisational effectiveness and commitment of the employees with the objectives of the firm.
Keyword : attitudes, knowledge, KASH model, skills, habits, training models
How to Cite
Cabrera-Moya, D. R. R., Vasudevan, H., & Prieto-Rodriguez, G. (2023). KASH training models: increasing levels of commitment and organizational effectiveness. Business: Theory and Practice, 24(1), 239–249. https://doi.org/10.3846/btp.2023.17480
This work is licensed under a Creative Commons Attribution 4.0 International License.
References
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Cabrera-Moya, D. R. R., & Reyes, G. (2018). Resource-based view (RBV) review, conceptual model and application methodology for the Integrated Public Transport System (IPTS) of Bogotá-Colombia. Espacios, 39(22), 25–39. https://doi.org/http://hdl.handle.net/20.500.12010/8837
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Cochran, W. G. (1991). Sampling techniques (3rd ed.). John Wiley and Sons. https://bit.ly/3OJl6QC
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Dearden, L., Reed, H., & Van Reenen, J. (2006). The impact of training on productivity and wages: Evidence from British panel data. Oxford Bulletin of Economics and Statistics, 68(4), 397–421. https://doi.org/10.1111/j.1468-0084.2006.00170.x
Feng, X., & Behar-Horenstein, L. (2019). Maximizing NVivo utilities to analyze open-ended responses. The Qualitative Report, 24(3), 563–571. https://doi.org/10.46743/2160-3715/2019.3692
González Santoyo, F., Flores Romero, B., & Hernández Silva, V. (2017). La manufactura esbelta y la productividad en la empresa de clase mundial. Ciencias Empresariales, 29, 111–135. https://bit.ly/3zoekJH
Green, F., Felstead, A., Mayhew, K., & Pack, A. (2000). The impact of training on labour mobility: Individual and firm‐level evidence from Britain. British Journal of Industrial Relations, 38(2), 261–275. https://doi.org/10.1111/1467-8543.00162
Herminingsih, A. (2020). Transformational leadership positive influence toward employee engagement through job satisfaction and its effect on improving organizational commitment. Jurnal Manajemen Dan Pemasaran Jasa, 13(2), 281–296. https://doi.org/10.25105/jmpj.v13i2.6290
Holdener, M., Gut, A., & Angerer, A. (2020). Applicability of the user engagement scale to mobile health: A survey-based quantitative study. JMIR mHealth and uHealth, 8(1), e13244. https://doi.org/10.2196/13244
Hon, A. H., & Lui, S. S. (2016). Employee creativity and innovation in organizations: Review, integration, and future directions for hospitality research. International Journal of Contemporary Hospitality Management, 28(5), 862–885. https://doi.org/10.1108/IJCHM-09-2014-0454
Hu, J., Zou, W., Wang, J., & Pang, L. (2021). Minimum training sample size requirements for achieving high prediction accuracy with the BN model: A case study regarding seismic liquefaction. Expert Systems with Applications, 185, 115702. https://doi.org/10.1016/j.eswa.2021.115702
Jain, N. (2020). The impact of human resource development (HRD) practices on organizational effectiveness: A review. SSRN. https://doi.org/10.2139/ssrn.3859946
Jones, J., Hamlin, R. G., & Ellinger, A. D. (2020). Examining evidence-based change agency practice in Anglo and Non-Anglo countries: Implications for professional HRD practitioners. In M. Loon, J. Stewart, & S. Nachmias (Eds.), The Future of HRD: Vol. II. Change, disruption and action (pp. 113–145). Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-52459-3_5
Kareem, M. A., & Hussein, I. J. (2019). The impact of human resource development on employee performance and organizational effectiveness. Management Dynamics in the Knowledge Economy, 7(3), 307–322. https://doi.org/10.25019/MDKE/7.3.02
Kazimoto, P. (2016). Employee engagement and organizational performance of retails enterprises. American Journal of Industrial and Business Management, 6(4), 516–525. https://doi.org/10.4236/ajibm.2016.64047
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