Keywords
Target and actual values of training costs per employee, labour productivity and the staff turnover coefficient were taken from the company’s performance analyses for 2020 and 2022 [2; 3]. Headcount and revenue per employee for 2017–2020 were drawn from the company’s basic statistics [4], and the 2023 headcount from its business plan [5].
Abstract
Digital systems create value only when staff are able to use them, which makes training the standard complement to digital investment. Human capital theory treats training as an investment whose return appears as higher productivity [1]. Whether this conversion actually takes place is an empirical question. The aim of this study is to compare the dynamics of training expenditure, labour productivity and staff turnover at Uzbekistan Railways JSC.
References
Becker G.S. Human Capital: A Theoretical and Empirical Analysis, with Special Reference to Education. — New York: National Bureau of Economic Research, 1964. — 187 p.
Uzbekistan Railways JSC. Key performance indicators (KPI) for 2020 [in Uzbek]. — URL: https://railway.uz/uz/proekty/25808/