Final answer:
The incorrect statement about training and development under the Bargain Laborer HR strategy is the assumption that it requires heavy investments in human capital post-hiring.
Step-by-step explanation:
One statement that is not true about training and development under the Bargain Laborer HR strategy is that bureaucracies must make heavy investments in human capital beyond initial hiring.
The Bargain Laborer strategy typically suggests that organizations might opt for minimal training and development, as they may prioritize cost-saving measures over skill enhancement of their employees.
As illustrated, when wages rise, firms might respond by investing in machinery rather than in extensive training, making union workers more productive through superior physical capital rather than through enhanced human capital.
This is because such an approach reduces the need for a large workforce by relying more on technological efficiency.
In a hypothetical situation where a firm is faced with union demands for higher wages, management might decide to invest in more machinery to keep production high while employing fewer workers, thus not aligning with the philosophy of continuous training and development as outlined in labor productivity economic theories.
Moreover, it does not necessarily follow that increased productivity from better physical capital translates to higher wages for union workers; other factors like market conditions and company policies can influence wage levels irrespective of individual productivity.