Organizational barriers to employee training and learning: evidence from the automotive sector

Abstract

Purpose This study examines the factors that hinder employee training and learning in the automotive industry in Ghana, Africa. Design/methodology/approach The study adopts quantitative research methodology and cross-sectional survey design. Eighty-nine usable questionnaires from employees of an automotive organization in Ghana are used. Descriptive statistics and one-sample t-test are used for the analyses. Findings The results indicate that organizational culture, poor management commitment to training, inadequate promotion prospects, and lack of transparency and fairness in trainees’ selection are the most common barriers to employee training and learning. Practical implications Top management should provide opportunities to employees to apply new skills and knowledge they acquired. Fair and transparent procedures should be used to select training beneficiaries. Finally, organizations should develop cultural systems that encourage continuous learning motivation among their employees. Originality/value In this era of knowledge-driven economy, this research highlights factors that inhibit employees’ motivation to learn.