Title: Role of training and development practices in implementing change

Authors: Shweta Maheshwari; Veena Vohra

Addresses: SS&C GlobeOp, GlobeOp Financial Services (India) Private Limited, Building 5 & 6 Mindspace – Airoli, Navi Mumbai, 400 708, Mumbai, India ' NMIMS University, Human Resources & Behavioural Sciences, V.L. Mehta Road, Vile Parle (W), Mumbai, 400 056. Maharashtra, India

Abstract: Implementing change effectively is critically significant given the changing organisational environment and high failure rate of change implementation. Training and development practices enable employee skill development facilitating effective change implementation. However, there is lack of studies describing role played by these practices in implementing change. The purpose of this study is to explore the role of training and development practices in implementing change thereby identifying factors that make these practices effective. Given the contextual nature of these practices, it is deemed essential to undertake study embedded in the context of large scale/transformational change. Multiple case study design is adopted to compare and contrast these practices across different organisational context. Findings suggested relationships and patterns leading to emergence of seven propositions, four themes and ten categories that describe the role of training and development practices in implementing change; explained under four themes; purpose, design, process and effectiveness.

Keywords: training and development; organisational change; change implementation; manufacturing sector.

DOI: 10.1504/IJLC.2018.090911

International Journal of Learning and Change, 2018 Vol.10 No.2, pp.131 - 162

Received: 21 Nov 2016
Accepted: 13 Jun 2017

Published online: 03 Apr 2018 *

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