Training and employee mobility in the British private and public sectors

Genevieve Knight, Michael White

Research output: Contribution to journalArticlepeer-review

3 Citations (Scopus)


The realization of the value of training for employees can take time as the training contributes dynamically to an extended development process. This research examines the empirical returns to training in three post-training situations: when the employee remains in the same job and with the same employer; when the employee transfers to a different job but remains with the same employer (internal mobility); and when the employee moves to a different employer (external mobility). Panel data and fixed effects (FE) methodology are used to quantify the joint effects of in-job training and mobility, while minimizing the potentially biasing effect of unobserved ability. In a period when public sector employment in Britain was contracting sharply, the short-term returns to training are nonetheless greater in the public sector, while the medium-term returns for both public sector and private sector employees depend on remaining within sector. The general/specific training mix, institutional influences, adverse selection, and the concept of ‘transferable’ training, all contribute to interpretation.

Original languageEnglish
Pages (from-to)2861-2874
Number of pages14
JournalApplied Economics
Issue number29
Publication statusPublished - 21 Jun 2017


  • Human capital
  • mobility
  • public sector
  • training


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