Social Responsibility of Multinational Corporations to Train Their Personnel. An Evaluation of Explanatory Variables for a Telecommunications Company

Corporate social responsibility in the field of employee-employer relation has enjoyed a growing attention in recent years. In this context, workplace training plays an essential role for the harmony of interdependence between community and company. This paper provides a top-down analysis of training effects and a model for an empirical evaluation of explanatory variables for training intensity in the case of a multinational telecommunications company. The analysis of training effects revealed that there are important motivational, social and functional benefits for the employee. Empirical results were dependent on the calculation method of training intensity. Thus, the percentage of employees from a subsidiary, which participates in a training program, is related to the degree of market development but not to the average labour productivity. Nevertheless, when training intensity is expressed as the number of hours of training compared to the total person-hours worked, there is empirical evidence that both labour productivity and market development can be accepted as explanatory variables. The examination of results has highlighted significant discrepancies in personnel training between developed countries and less developed ones.