On-the-job training is another way in which an employer may invest in
human capital needed for strategic advantage. Such investments may be made by structuring a job so that employees learn while they work. For example, employees’ skills may be increased by learning how to perform new tasks or operate new equipment. Employers may structure jobs so that these skills may be learned from other employees. They may also give employees time to learn new procedures or how to operate new equipment through self-instruction, such as by reading technical manuals, or by learning new software through self-instruction. Employers may also absorb the costs of lower productivity while workers lacking relevant skills learn through interaction with skilled employees or through trial-and-error processes. Gary Becker has noted that on-the-job training’s impact on workers’ productivity levels is frequently underrated.30 Likewise, economist Lester Thurow argues that on-the-job training provides the bulk of skills used on the job while formal education serves a signaling function of communicating to employers the trainability of job applicants.31 Economists calling attention to the importance of on-the-job training point out that a worker’s productivity is determined by the capital intensity of the job; type and extent of on-the-job training provided; the Page 21 STRATEGIC HUMAN RESOURCE MANAGEMENT Section One worker’s ability to learn from the training, which is signaled by education; and how the jobs are structured, such as their promotion possibilities and responsibility level.32 The contribution of on-the- job training to productivity has also been hypothesized to vary according to occupation as a result of differences in such factors as the rapidity of skill obsolescence and difficulty of job tasks. The contribution to worker productivity of on-the-job training has been verified in an empirical analysis of governmental employees with on-the-job training being measured by the employees’ years of job experience.33