Business Education in Japan

In Japan, the most prominent players in business education are corporations because they provide on-the-job training to their employees, particularly new graduates. However, with the low growth of the Japanese economy after the collapse of the bubble economy around 1990 and the recent drastic changes in the international environment, it is necessary to reexamine business education. To cope with the drastically changing environment, many Japanese companies are evolving their education model to emphasize off-the-job training in addition to on-the-job training. The main target of such training now includes senior executives, in addition to junior- to mid-level executives. Business schools play a role in educating senior executives. Although major Japanese companies utilize top business schools overseas, Japanese business schools are still the major education providers. This chapter discusses the recent changes, prospects, and issues concerning Japanese business schools.

Experiences of Participants in on-the-Job Trainings in Borsod-Abaúj-Zemplén County

One of the most important fringe benefits for employers is education. Employees who have been trained are more attached to the company and their esteem increases. The survey interviewed 371 employees of enterprises participating in the GINOP (Economic Development and Innovation Operational Programme of Hungary) 6.1.5-17 “Support for on-the-job training for large enterprises” and GINOP-6.1.6-17 “Support for on-the-job training for micro, small and medium-sized enterprises”. The interviewees had different positions and educational qualifications. It could be shown that those who had been trained were able to use the new skills, some of them leading to an increase in income. The biggest risk of on-the-job training is that the workforce trained by the company is seduced by a competing company, resulting in a huge loss for the company.

PENINGKATAN KINERJA KARYAWAN MELALUI ON THE JOB TRAINING DAN OFF THE JOB TRAINING DIMASA PANDEMI COVID-19

Perusahaan yang baik pasti menginginkan kualitas yang baik dari para pegawainya. Karena pegawai yang baik dan bermutu akan mempengaruhi tingkat kinerja dalam menjalankan pekerjaannya dan mencapai tujuan suatu perusahaan. Untuk menciptakan pegawai yang bermutu maka dilakukan pelatihan baik didalam maupun diluar kantor, terdapat berbagai alasan untuk melakukan pelatihan pegawai antara lain karyawan yang baru direkrut sering kali belum mengetahui dan belum mengerti tentang pekerjaan yang dijalankan, serta adanya perubahan lingkungan yang terjadi saat ini dengan munculnya virus covid-19 yang tengah melanda dunia. Tidak hanya Indonesia tetapi seluruh negara di dunia, covid-19 memberi perubahan dalam sistem kerja, sistem pendidikan dan sebagainya.penelitian ini menjelaskan pengaruh on the job training dalam kinerja karyawan, pengaruh off the job training dalam kinerja karyawan dan Makalah ini bertujuan untuk memberikan alternatif lain yang dapat dilakukan dalam pengembangan dan pelatihan manajemen sumber daya manusia di masa pandemi Covid19. Metode yang digunakan dalam makalah ini adalah metode kualitatif yang menggunakan metode pendekatan kajian pustaka. Hasil dari penelitian ini adalah pelatihan dan pengembangan SDM di masa pandemi Covid19 Kata kunci: on the job training, off the job training dan kinerja karyawan

Developing a social prescribing local system in a European Mediterranean country: a feasibility study to promote active and healthy aging

Background Social Prescribing (SP) is an innovative strategy to respond to the non-clinical health needs of the population. A Social Prescribing Local System (SPLS) can be defined as a set of joined community, health, and social organizations to foster SP-oriented activities. This study aimed to develop and assess the feasibility of an SPLS implemented in a Mediterranean country, to promote health and wellbeing and contribute to active and healthy aging. Methods A mixed-methods approach was followed, including three sequential components: 1) Cross-sectional online survey targeting health professionals (HP) working in a primary health care cluster, Portugal’s southern region; 2) Pilot study implementing an on-the-job training program for HP, designed to meet identified training needs in the survey; 3) Focus group (FG) with the HP who participated in the pilot study, two individual interviews, with an elderly patient and a community provider for assessing the satisfaction with the pilot test. Results Sixty-five HP completed the survey; of these, 13 completed the theoretical part of the on-the-job training program; and six (out of these 13) completed the full program. Five HP participated in the FG, one patient and one community provider were interviewed. The surveyed HP perceived as facilitators to implement SP: an automatic system of notifications to prompt the use of SP, contribute to patient satisfaction, human and community resources’ stability. The survey also highlighted barriers to SP implementation: length of appointments, shortage of human resources, data records confidentiality, low patient adherence rates, bureaucratic issues, time constraints, and financial costs. Participants were satisfied with the training. Identified SPLS implementation benefits were grouped into four dimensions (from the qualitative approach): gains for patients’ health and wellbeing, support for the health services, sustainability of the community resources, and HP’ professional satisfaction. Conclusions Our study took the first steps towards the implementation of an SPLS. Findings reinforce that training HP in SP and on-the-job training seems feasible. This approach was well received and appears to represent a suitable and sustainable strategy. It can promote professional satisfaction, support health services, contribute to the stability of community resources, improve health and promote active and healthy aging.

Training Cum Development and Productivity of Workers in Nigeria Agip Oil Company, Port Harcourt, Rivers State

This study investigated the relationship between training and development and productivity of workers of Nigeria Agip Oil Company, Port Harcourt. A review of relevant literature revealed that intellectual response to the issue focused on the relationship between training and productivity in other work organizations and also excludes managerial development. They also failed to specify the method of training, and omitted the development of managers in connection to workers’ productivity. This enabled the researchers to identify the gap in knowledge on this area of research, taking cognizance of the various training and development methods, such as on-the-job, off-the-job trainings and development of managers. In the bid to investigate the relationship between the variables, four research questions and four hypotheses were posed to guide the study. Human capital theory was utilized in the clarification and explanation of the causal connection between the study variables. Simple random and random samplings were adopted. The sample size of 316 was determined with the aid of Taro Yamane Statistics, from the population figure of 1500. The study adopted cross-sectional research design and generated data through survey. Data were generated through the questionnaire and analysed using percentage, while chi-square (X2) statistics was applied to test the hypotheses. The study concluded that there is significant relationship between on-the-job training, off-the-job training, development of managers and productivity of Nigeria Agip Oil Company, Port Harcourt respectively. It also found significant relationship between training and development of workers and inducement by the acquired knowledge and skills to look for better jobs in other organizations. The study thus recommended regular on-the-job training, regular off-the-job training and development of managers, amongst others. The study thus established that training and development significantly cause workers’ productivity in Nigeria Agip Oil Company in Port Harcourt.