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    Assessing The Training and Development On Employee Retention

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    ggi2022.1928
    This document discusses the relationship between training and development programs, employee performance, job satisfaction, and employee retention. It first introduces that employee retention is challenging for organizations globally and that training can impact competitive advantage and employee commitment. The literature review then examines several studies that found positive relationships between training and development, employee commitment, and retention. Specifically, it found that specialized training can increase employee commitment and make them less likely to leave, while general training is seen as an investment in employees that organizations expect to see returns on in the form of commitment and retention. The document aims to assess these relationships between training, performance, satisfaction, and retention in Vietnamese organizations.

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    Assessing The Training and Development On Employee Retention

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    ggi2022.1928
    11 views4 pages
    This document discusses the relationship between training and development programs, employee performance, job satisfaction, and employee retention. It first introduces that employee retention is challenging for organizations globally and that training can impact competitive advantage and employee commitment. The literature review then examines several studies that found positive relationships between training and development, employee commitment, and retention. Specifically, it found that specialized training can increase employee commitment and make them less likely to leave, while general training is seen as an investment in employees that organizations expect to see returns on in the form of commitment and retention. The document aims to assess these relationships between training, performance, satisfaction, and retention in Vietnamese organizations.

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    Assessing the training and development on employee retention

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    This document discusses the relationship between training and development programs, employee performance, job satisfaction, and employee retention. It first introduces that employee retention is challenging for organizations globally and that training can impact competitive advantage and employee commitment. The literature review then examines several studies that found positive relationships between training and development, employee commitment, and retention. Specifically, it found that specialized training can increase employee commitment and make them less likely to leave, while general training is seen as an investment in employees that organizations expect to see returns on in the form of commitment and retention. The document aims to assess these relationships between training, performance, satisfaction, and retention in Vietnamese organizations.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    11 views4 pages

    Assessing The Training and Development On Employee Retention

    Uploaded by

    ggi2022.1928
    This document discusses the relationship between training and development programs, employee performance, job satisfaction, and employee retention. It first introduces that employee retention is challenging for organizations globally and that training can impact competitive advantage and employee commitment. The literature review then examines several studies that found positive relationships between training and development, employee commitment, and retention. Specifically, it found that specialized training can increase employee commitment and make them less likely to leave, while general training is seen as an investment in employees that organizations expect to see returns on in the form of commitment and retention. The document aims to assess these relationships between training, performance, satisfaction, and retention in Vietnamese organizations.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 4

    Assessing the training and development on employee retention

    Introducation

    Employee retention has become challenging for organisations worldwide.


    Human resource managers spend much effort to maintain a high-quality
    workforce for their organisations. Elrehail et al. (2019) revealed that human
    resource practices significantly affected competitive advantage. Hence,
    employees are a valuable asset because they directly impact profits, such as
    building or destroying their reputation (Elnaga & Imran, 2013)Positive
    employee performance will lead to success; on the other hand, low employee
    performancewill lead to failure. According to Armstrong (2009), understanding
    employees' job happiness and performance were critical to the organizations'
    success. The Vietnamese economy is booming, creating a significant demand
    for a high-quality workforce. The competition in the labour market demands
    that organisations invest in employee retention programs. Mudor and Tooksoon
    (2011) confirmed that the labor market creates favorable conditions and other
    opportunities for workers to choose whether they are dissatisfied or dissatisfied
    with their position. Yamamoto (2011) confirmed that employee benefits
    management and improved job attitudes mediate the relation between the
    adoption of family-friendly policies and employee retention. Besides, Skelton et
    al. (2019) support a significant relationship between job satisfaction, job
    embeddedness and turnover intent, and satisfied and committed employees are
    less likely to plan to leave their employment. The significance of employee
    retention has been recognised worldwide, and organisations have various
    strategies to keep their talented employee. Hence, it is essential to identify
    which factors influence employee retention in human resource practices. This
    paper aims to assess the relationships between training and development,
    employee performance, job satisfaction, and retention of employees. The
    findings are expected to help Vietnamese organisations enhance their training
    and development to retain a high-quality workforce.

    In today’s competitive environment companies are struggling hard to design a


    most appropriate strategy that could enhance the retention rate and pulls the
    turnover rate downward. Organizations have realized that competitive
    advantage could be attained by employees’ skills. There is a great importance of
    an appropriate retention strategy; many retention strategies are designed that are
    related to provision of training to employees, and compensation etc.
    Mohammad I. Fheili (2007) believes that organizations are not interested in
    providing trainings that are generalized in nature. They are focusing on
    specialized trainings which is relevant to a specific task and make the
    employees unfit for competitors use. They are limiting employees’ ability
    switch to another job in an industry. Organizations are finding ways to make the
    employees specialized rather than a generalized one, while rest of the
    organizations consider training as an investment on employees and expect a
    return in the form of commitment and retention (Danlami Sani Abdul kadir et al
    2012).

    Organizations are following many retention strategies and in a process to find


    the most appropriate one that suits best with an organization’s environment. For
    most of the organizations the problem remains still under consideration that
    whether there is a significant impact of training on employee retention or not.
    This evaluation could be proved useful for organizations to evaluate that
    whether training and development practice outcomes are in favor of
    organization for retaining the employees. Employees who value the
    development of skills for their career growth may be more willing to work for
    an organization who constantly equips them with well-run knowledge through
    training and development practice. There could be an indirect relationship
    between provision of trainings and retention; commitment could act as a bridge.
    It does not mean that organization ignores other human resource practices
    except training and development but the implementation ratio of each human
    resource practice differs.
    Literature review

    In today’s competitive environment there is a great need of employees’


    commitment and an appropriate strategy that pulls the retention rate downward.
    Companies consider retention of employees as a challenge due to the increased
    flexibility of jobs. Various studies have been conducted that popular HR
    practices are not the only ways to enhance commitment and reduce retention.
    Scott Brum (2007) highlighted that when the employees are introduced to more
    trainings, they show higher level of commitment as compared to others. Roya
    Anvari et al (2010) revealed that it is possible only with the help of planning
    training programs that are totally based on needs valuation to achieve
    commitment and retention. Training is considered important in developing a
    feeling of belongings among employees. Eva Kyndt et al (2009) revealed that
    training has a potential to change the turnover thoughts and is an important
    factor that helps in originating the intentions of turnover. Those employees that
    are highly committed to the organization have lower turnover thoughts.
    Trainings basically bring association between commitment and retention.
    Danlami Sani Abdul kadir et al (2012) has considered training as an investment,
    organization bears the whole expenditures of training employees which
    eventually act as an investor and expect a return in the form of commitment and
    retention from employees. Trainings elevate commitment and retention rate,
    when employees consider it as investment and force them to offer a return to the
    organization. Alexandros G. Sahinidis and John Bouris (2007) Training is a
    long term investment in the skills of employees. Training is not a tool to polish
    current skills of employees but to prepare employees for future impacts from
    competitive forces. This kind of training boosts the commitment and employees
    think that organization is opening doors to our success. This sense eliminates
    the thoughts of intentions to quit from employees mind and force them to retain.
    Mohammad I. Fheili (2007) has stated that employee turnover is a major human
    capital risk for an organization, which needs to be catered. Organizations that
    provide trainings which are specific in nature applied only to the specific work
    within the organization that makes the employees specialists not generalists. By
    doing this Organization limits the employment opportunities and leads to the
    development of committed employees and will eventually affect retention rate.
    Thomas Joseph McCabe and Thomas N Garavan (2008) Revealed that with the
    help of training organizations can provide their employees with practical
    support and assist in valuable delivery. This encourages the commitment of
    employees and which ultimately effects retention. Vlad Vaiman (2008)
    Organizations focus on trainings in order to maintain attractiveness and
    competitive as compared to others in the external environment. This enhances
    the organizational status in the eyes of knowledgeable employees and makes
    them to think that no one cares about you more than us. Anders Dysvik and
    Bård Kuvaas (2008) Training and development develop a social link between
    organization and employees. This social link creates a commitment factor that
    bounds the employee to stay longer with an organization. There is a social
    exchange between employer and employees due to provision of training. Fathi
    Mohamed Abdul jlil AL Damoe et al (2012) Training and development results
    in intangible outcomes such as enhancing employee commitment, retention and
    employee satisfaction. The basic opinion in these publications is that HR
    managers should take into account several factors when developing retention
    policies, compensation is not the only policy and some employees wants skills
    upgrading opportunities rather than compensation.

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