However, the same employees would also like to maintain current patterns of internal human resource development and company investment in skill development. A majority also appear to prefer in-house career development with training in a broad range of skills. An important issue is that this type of in-house training investment assumes that employees stay with the firm for a long time. This approach also tends to emphasize the development of latent abilities rather than past performance and output when it comes to evaluating employees. The duration of employment may also become much shorter while the terms of employment more explicit.
Training is likely to be conducted outside the corporate settings and in previous jobs.
Employees will be expected to be fully trained and able to take responsibility when they are hired. Under these circumstances, the desire of many employees for their employing organizations to provide training and in-house career development may not be satisfied. The results presented in this paper suggest that we need to engage in a much larger discussion of the impending changes in HRM practices and their implications for employees, especially in terms of whose responsibility it is to develop job-relevant skills and to what extent employees are expected to invest in human resource development. References Kawakita, Takashi. Japanese In-House Training and Development.