Section Oneworker’s ability to learn from the training, which is signaled by
education; and how the jobs are structured, such as their
promotion possibilities and responsibility level.^32 The
contribution of on-the-job training to productivity has also been
hypothesized to vary according to occupation as a result of
differences in such factors as the rapidity of skill obsolescence
and difficulty of job tasks. The contribution to worker
productivity of on-the-job training has been verified in an
empirical analysis of governmental employees with on-the-job
training being measured by the employees’ years of job
experience.^33
Investments in Management Development
The continued development of managerial personnel is a critical
strategic issue in most organizations and a particularly difficult
challenge given the massive shifts in strategy. Before
considering management development, it is useful to quickly
review some evolving and forecasted trends in the managerial
environment. It is clear that organizations are becoming less
hierarchical and that many middle-management positions have
been eliminated. Further, larger numbers of workers are better
educated and many are professionals. As a result, they expect
to participate more in decision making. In the future, more
work is expected to be performed in task force or project
teams, power will be shared, managerial status will be