| Summary: | In recent years, the business environment has undergone tremendous changes with
increasing intensified global competition. For countries to gain a competitive advantage in the global markets, they must depend largely on the calibre of their
human resources. This message is clearly understood in Singapore, as its only natural
resource lies in its people. One of the most responsive training mechanisms that allows rapid changes to be made to the training content and to adjust to new requirements in the job is through on-thejob training (OJT). However, the success of an OJT programme largely depends on various important conditions. Specifically, according to Koike and Inoki (1990), low turnover is one important pre-condition to build up the foundation necessary for skill formation through OJT. Moreover, with a high labour turnover, companies may find it uneconomical to invest heavily in training (Burtless, 1994).
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