The introduction of new microelectronic technologies in the manufacturing process forces companies to adapt human resource strategy to the changes in the workplace. While this subject has been widely researched from an operations management perspective, research from a human resource management viewpoint has been less frequent. The aim of this article is to gain insight into some of the factors that determine personnel training efforts in companies introducing advanced manufacturing technologies (AMTs.) The study provides empirical evidence from a sector with high rates of technological modernisation