Unpacking the Black Box of the Training-Performance Relationship: Evidence from Philippine Call Centers

Kristine  Tamayo-Verleene; Antonio Giangreco; Johan Maes; Edoardo Della Torre

doi:10.37725/mgmt.2024.7799

Kristine Tamayo-Verleene IESEG School of Management, Univ. Lille, CNRS, UMR 9221 - LEM - Lille Economie Management, F-59000 Lille, France https://orcid.org/0000-0002-5844-2878
Antonio Giangreco IESEG School of Management, Univ. Lille, CNRS, UMR 9221 - LEM - Lille Economie Management, F-59000 Lille, France https://orcid.org/0000-0003-0636-9450
Johan Maes IESEG School of Management, Univ. Lille, CNRS, UMR 9221 - LEM - Lille Economie Management, F-59000 Lille, France; and Faculty of Economics and Business, KU Leuven, Leuven, Belgium; https://orcid.org/0000-0002-2977-9869
Edoardo Della Torre Department of Economics, Management and Quantitative Methods (DEMM), University of Milan, Milan, Italy; and IESEG School of Management, Lille, France https://orcid.org/0000-0002-3882-5169

DOI: https://doi.org/10.37725/mgmt.2024.7799

Keywords: Training and development, Line managers, Human capital, Social exchange, Role attitude, Employee performance

Abstract

This study analyzes the relationship between training and development (T&D) and individual performance. Drawing insights from human capital theory and social exchange theory, we hypothesize that the relationship between employee T&D perceptions and role performance is mediated by specific role attitudes – namely, employee self-efficacy and employee engagement. Data were collected from 421 agents across 17 companies in the unique context of the Philippine call center industry. The results of the analyses show that the relationship between employees’ perceptions of their organization’s T&D investments and their role performance is fully mediated by employee self-efficacy and engagement, whereas the relationship between employees’ satisfaction with their line managers’ T&D implementation and role performance is partially mediated by employee self-efficacy and engagement. These findings contribute to unpacking the black box of the T&D–performance relationship and have important implications for research and practice.

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Author Biographies

Kristine Tamayo-Verleene, IESEG School of Management, Univ. Lille, CNRS, UMR 9221 - LEM - Lille Economie Management, F-59000 Lille, France

Kristine Tamayo-Verleene, PhD, is assistant professor of leadership and human resource management and academic director of the bachelor in international business program (Paris campus) at IÉSEG School of Management (LEM—UMR 9221), France. Her academic research focuses on strategic human resource management, particularly the training and development of employees. Other research interests include intersecting strategic HRM with contemporary topics such as artificial intelligence and sustainability, in contexts such as start-ups and international business. Her previous work has been published in Energy Economics.

Antonio Giangreco, IESEG School of Management, Univ. Lille, CNRS, UMR 9221 - LEM - Lille Economie Management, F-59000 Lille, France

Antonio Giangreco, PhD, is full professor of HRM and change management and director of accreditations and international programs at IÉSEG School of Management (LEM—UMR 9221), France. His main research interests are in the area of compensation schemes, performance assessment, employee wellbeing and IT-driven change. His work appeared, among others, in the European Journal of Information Systems, Human Resources Management, British Journal of Industrial Relations, Work, Employment and Society, Production Planning & Control, The International Journal of Human Resource Management, Personnel Review, European Management Review and European Management Journal.

Johan Maes, IESEG School of Management, Univ. Lille, CNRS, UMR 9221 - LEM - Lille Economie Management, F-59000 Lille, France; and Faculty of Economics and Business, KU Leuven, Leuven, Belgium;

Johan Maes, PhD, is professor of HRM and organization at IESEG School of Management (LEM—UMR 9221) and visiting professor at KU Leuven—Faculty of Economics and Business (Belgium). His academic research focuses on the entrepreneurial role of human resource management in organizations and the human aspect of entrepreneurs, entrepreneurship and entrepreneurial firms. Previous research has been published in (a.o.) Journal of Management Studies, Journal of Small Business Management, International Small Business Journal and Small Business Economics.

Edoardo Della Torre, Department of Economics, Management and Quantitative Methods (DEMM), University of Milan, Milan, Italy; and IESEG School of Management, Lille, France

Edoardo Della Torre, PhD, is professor of organization and human resource management at the University of Milan (Italy) and affiliate professor at the IÉSEG School of Management (France). His research revolves around the complementarities between collective and individual dimensions of employment relationships and includes human capital, strategic compensation, employee voice and employee wellbeing. His works have been published in journals such as Human Relations, Human Resource Management Journal, Human Resource Management, British Journal of Management and International Journal of Human Resource Management.