Organizational-Level Training and Performance: A Meta-Analytic Investigation
verifiedmedium profile · Journal of Management · 2025
Kim, Joonyoung; Chang, Huikun; Bell, Bradford S.
How this was studied
A meta-analytic synthesis — it pools many primary studies rather than running a single design, so there is no single-study diagram.
What this article reports
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Models this article informs
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In the authors’ words
The article’s own abstract.
While extensive research has examined the relationship between human resource management systems and organizational performance, the impact of organizational-level training—defined as the quantity and quality of training that an organization provides to its employees—remains less understood. In this article, we conducted a meta-analysis of the relationship between organizational-level training and organizational performance to determine the magnitude of the relationship and test a set of moderators of the relationship. Grounded in human capital theory, our meta-analysis employs a theoretically driven moderator analysis to identify the conditions under which organizational-level training significantly influences organizational performance. The results from 159 studies (N = 75,033) show that the relationship between organizational-level training and organizational performance is positive and significant ( ρ = .13, SD ρ = .17, 95% CI [.11, .16]). More importantly, the effect size differs significantly across several theoretical (e.g., training dimensions, type of human capital, outcome dimensions, and timing of measurement) and contextual (e.g., industry knowledge intensity, firm age, and region) moderators. Implications of these findings and directions for future research are discussed.
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