earticle

영어

The training can be an effective tool for improving productivity and financial performances in corporations. Among various types of training programs, on-the-job training(OJT) is widely adopted by companies around the world. Many studies have reported its significant effect on different organizational outcomes. In addition to learning and organizational outcomes, recent studies have also paid attention to the effect of OJT programs on personal attitudes of employees. They argue that OJT programs positively and significantly influence such personal attitude variables as job satisfaction, job involvement and organizational commitment. This study has two purposes. First, this paper explores the OJT factors that affect employees’ job satisfaction. Specifically, it develops hypotheses about the roles of learning motivation of trainees, competency of trainers and quality of OJT programs and learing environments. Second, this paper verifies how the organization size moderates the relationship between OJT factors and job satisfaction. Small and medium enterprises(SMEs) are less likely to have enough resources necessary for successfully designing and implementing structured OJT programs. Employees in those organizations may have limited learning opportunities compared to them in large companies. Therefore, the effect of well designed OJT programs on various outcomes can be greater in SMEs. In this sense, this paper argues that the organization size weakens the relationship between OJT factors and participants' job satisfaction. The smaller the organization size is, the stronger the effect of OJT factors on employees' job satisfaction. In order to achieve the goals, 315 survey were collected from the learning-workers, participating in ‘work-learning dual system’ in Korea. The system is designed to cultivate a practical workforce in industrial fields providing structured and customized training programs based on National Competency Standard(NCS). Similar to German dual system and Swiss apprenticeship system, it is expected to reduce unnecessary expenses and resolve job mismatch between job-seekers and companies. The results of this study are as follows. First, all the OJT factors, which are learning motivation of trainees, competency of OJT trainers and quality of training programs and learning environments, influence the job satisfaction of learning-workers positively and significantly. Second, as hypothesized, the organization size weakens the relationship between two OJT factors, learning motivation and quality of trainers, and job satisfaction.