EXAMINATION OF THE RELATIONSHIPS AMONG ORGANIZATIONAL TRAINING AND ORGANIZATIONAL COMMITMENT
Abstract
There is a clear relationship between organizational training and organizational commitment. The relationships between organizational training and organizational commitment has been the main concern of researchers in organizational behavior over the times. This study examined the causal relationship among organizational training and organizational commitment by reviewing previous theoretical and empirical studies on organizational training and organizational commitment. It is also describe the important theoretical approaches. Used data from previous studies to assess the effect of organizational training on organizational commitment. The main findings of this study are that: there is a significant positive association among organizational training and organizational commitment. In addition, the study concludes that the more training giving to employees, the higher their level commitment to the organisation.
Article visualizations:
Keywords
Full Text:
PDFReferences
Mozael, B. (2015). Impact of training and development programs on employee performance. International Journal of Scientific and Research Publications, 5(11), 37-42.
Franco, L. M., Bennett, S. & Kanfer, R. (2002). Health sector reform and public sector health worker motivation: a conceptual framework. Social science & medicine, 54(8), 1255-1266.
Barney, J. B. (2001). Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view. Journal of Management, 27(6), 643–650.
Ahmad, K. Z. & Bakar, R. A. (2003). The association between training and organizational commitment among white collar workers in Malaysia. International journal of training and development, 7(3), 166-185.
Jex, S. M., & Britt, T. W. (2008). Job Satisfaction and Organizational Commitment. Organizational psychology: A scientist-practitioner approach, 131-166.
Meyer J. P., Allen N. J., & Smith C. (1993). Commitment to Organizations and Occupations: Extension and Test of a Three-component Conceptualization. Journal of Applied Psychology, 78(4), 538–551.
Marchington, M., & Wilkinson, A. (2005). Human resource management at work: People management and development. CIPD Publishing.
Scott. Clotheir and Spriegel (1977). Personnel Management: Principles, practices and point of View.
Purcell, J. (2000). Comptroller and auditor general report on value for money examination, department of finance training and development in the civil service. Government of Ireland, Report, (38).
Manpower Services Commission (1981). Glossary of Training Terms, 3rd Edition, London: HMSO.
Armstrong, M. (1999). A Handbook of Human Resource Management Practice (7th Ed.). London: Kogan Page.
Nordhaug, O. (1989). Reward Functions of Personnel Training. Human Relations, 42(5), 373–388.
Noe, R. A., & Wilk, S. L. (1993). Investigation of the Factors that Influence Employees’ Participation in Development Activities. Journal of Applied Psychology, 78(2), 291–302.
Huselid, M. A. (1995). The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance. The Academy of Management Journal, 38(3), 635–672.
Elnaga, A., & Imran, A. (2013). The effect of training on employee performance. European Journal of Business and Management, 5(4), 137-147.
Cole, G. A. (2002). Personnel and human resource management. Cengage Learning EMEA.
Meyer, J. P., & Smith, C. A. (2000). HRM Practices and Organizational Commitment: Test of a Mediation Model. Canadian Journal of Administrative Sciences, 17(4), 319–331.
Kum, F. D., Cowden, R., & Karodia, A. M. (2014). The impact of training and development on employee performance: A case study of ESCON Consulting. Singaporean Journal of Business, Economics and Management Studies, 51(1810), 1-68.
Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2012). Managing Human Resources (Seventh, Ed). New Jersey: Pearson.
Meyer, J. P., Stanley, D. J., Herscovitch, L., & Topolnytsky, L. (2002). Affective, Continuance, and Normative Commitment to the Organization: A Meta-Analysis of Antecedents, Correlates, and Consequences. Journal of Vocational Behavior, 61(1), 20–52.
Allen, N. J., & Meyer, J. P. (1990). Organizational socialization tactics: A longitudinal analysis of links to newcomers' commitment and role orientation. Academy of management journal, 33(4), 847-858.
Liao, S. H., Hu, D. C., & Chung, H. Y. (2009). The Relationship Between Leader-Member Relations, Job Satisfaction and Organizational Commitment in International Tourist Hotels in Taiwan. The International Journal of Human Resource Management, 20(8), 1810–1826.
Meyer, J. P., Allen, N. J., & Gellatly, I. R. (1990). Affective and continuance commitment to the organization: Evaluation of measures and analysis of concurrent and time-lagged relations. Journal of applied psychology, 75(6), 710.
Mowday, R. T., Porter, L. W., & Steers, R. M. (1982). Employee-Organization Linkages the Psychology of Commitment, Absenteeism, and Turnover. Assessment Centers and Managerial Performance. London: Academic Press.
Joo, L. Y., Yin, T. S., Xu, D., Thia, E., Chia, P. F., Kuah, C. W. K., & He, K. K. (2010). A feasibility study using interactive commercial off-the-shelf computer gaming in upper limb rehabilitation in patients after stroke. Journal of rehabilitation medicine, 42(5), 437-441.
Luthans, F. (2002). The need for and meaning of positive organizational behavior. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 23(6), 695-706.
Paul, A. K., & Anantharaman, R. N. (2004). Influence of HRM practices on organizational commitment: A study Among Software Professionals in India. Human Resource Development Quarterly, 15(1), 77–88.
Herrbach, O., Mignonac, K., Vandenberghe, C., & Negrini, A. (2009). Perceived HRM Practices, Organizational Commitment, and Voluntary Early Retirement Among Late‐Career Managers. Human Resource Management, 48(6), 895–915
Shah, F. A., Hussain, J., & Rahman, W. (2016). The effect of training and development practices on employees’ organizational commitment among the employees in private health care sector in Khyber Pakhtunkhwa, Pakistan. Sarhad Journal of Management Sciences, 2(01), 17-26.
Bulut, C., & Culha, O. (2010). The effects of organizational training on organizational commitment. International Journal of Training and Development, 14(4), 309-322.
Groot, W., & De Brink, H. M. V. (2000). Education, training and employability. Applied economics, 32(5), 573-581.
DOI: http://dx.doi.org/10.46827/ejhrms.v0i0.675
Refbacks
- There are currently no refbacks.
Copyright (c) 2019 European Journal of Human Resource Management Studies
This work is licensed under a Creative Commons Attribution 4.0 International License.
The research works published in this journal are free to be accessed. They can be shared (copied and redistributed in any medium or format) and\or adapted (remixed, transformed, and built upon the material for any purpose, commercially and\or not commercially) under the following terms: attribution (appropriate credit must be given indicating original authors, research work name and publication name mentioning if changes were made) and without adding additional restrictions (without restricting others from doing anything the actual license permits). Authors retain the full copyright of their published research works and cannot revoke these freedoms as long as the license terms are followed.
Copyright © 2017-2023. European Journal Of Human Resource Management Studies (ISSN 2601-1972) is a registered trademark. All rights reserved.
This journal is a serial publication uniquely identified by an International Standard Serial Number (ISSN) serial number certificate issued by Romanian National Library. All the research works are uniquely identified by a CrossRef DOI digital object identifier supplied by indexing and repository platforms. All the research works published on this journal are meeting the Open Access Publishing requirements and standards formulated by Budapest Open Access Initiative (2002), the Bethesda Statement on Open Access Publishing (2003) and Berlin Declaration on Open Access to Knowledge in the Sciences and Humanities (2003) and can be freely accessed, shared, modified, distributed and used in educational, commercial and non-commercial purposes under a Creative Commons Attribution 4.0 International License. Copyrights of the published research works are retained by authors.