Retraining midcareer managers: Career history and self‐efficacy beliefs
研究影响中层管理者接受再培训的自我效能信念的前因，发现晋升潜力和先前培训相关性是关键，对人力资源管理者有实践启示。
Abstract Many corporations are retraining midcareer managers in order to combat employee obsolescence and boost corporate competitiveness. The receptivity of midcareer managers to retraining is mixed. Those managers who believe they can master new work‐related learning (in the terms of this study, those who have positive self‐efficacy in learning beliefs) are most amenable to retraining. The objective of the present study was to determine the antecedents of positive self‐efficacy beliefs for midcareer managers facing retraining. We discovered that managers' advancement potential and the relevance of their previous training had a profound impact on their self‐efficacy beliefs. These findings have important practical implications. The seeds of receptivity to retraining are planted throughout managers' careers. Hence, retraining should not be viewed on a program‐by‐program basis, but rather should be understood in the broader context of corporate life and individual career history. To prepare for the inevitable corporate evolution and change demanded in a dynamic business environment, senior executives and human resource managers should be proactive in creating those conditions that facilitate the development of positive self‐efficacy in learning beliefs.