Creating value for employees: investment in employee development

Lee, Chay Hoon; Bruvold, Norman T.

doi:10.1080/0958519032000106173

Cited by 450 publications

(507 citation statements)

References 56 publications

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“…I-CSR can also have effects on the performance of workers in a more direct way, by promoting greater levels of efficiency through learning and development of new skills (Barney, 1991;Lee & Bruvold, 2003). Research has evidenced a positive relationship between the number of employees who received training and the performance of companies, especially in the services sector (Van de Wiele, 2010).…”

Section: Hypothesesmentioning

confidence: 99%

Internal Corporate Social Responsibility and Performance: A Study of Publicly Traded Companies

Cavazotte¹,

Chang²

2016

BAR, Braz. Adm. Rev.

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Research on the relationship between social responsibility and the financial performance of companies has yielded ambivalent results. Since investments on different areas of social responsibility can promote distinct outcomes, in this study we focus on internal corporate social responsibility (I-CSR), that is, investments on employees. The objective of the study is to verify if outlays on I-CSR affect organizational performance. We analyzed financial information from companies listed in the São Paulo Stock Exchange, and their social balance sheets filled with the Brazilian Institute of Social and Economic Analysis between 2001 and 2007, applying Two-Stage Least Squares (2SLS) equation model to minimize endogeneity and reverse causality problems. The results indicate that overall I-CSR was associated with revenue contemporarily, one and two years after the investments. Corporate outlays on healthcare, pension plans, employee education and profit-sharing all had positive effects on revenue in the years that followed such investments.

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Section: Hypothesesmentioning

confidence: 99%

Internal Corporate Social Responsibility and Performance: A Study of Publicly Traded Companies

Cavazotte¹,

Chang²

2016

BAR, Braz. Adm. Rev.

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“…As Latham, et al (1993), state the basic purpose of conducting PAs is to improve the performance of the affected employees. The PA purposes like communication of super-ordinate goals, the capacity of PA to increase employees' perceptions of being valued and being part of an organisational team (Levy & Williams 2004), and the social exchange argument (Lee & Bruvold 2003), also effect turnover intention. PAs are effective tool for mangers to enhance their organisational effectiveness.…”

Section: Review Of Literaturementioning

confidence: 99%

Performance Appraisals Impact on Attitudinal Outcomes and Organisational Performance

Ahmed¹,

Hussain²,

Ahmed³

et al. 2010

IJBM

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Performance appraisal is a widely recognized process, yet in Pakistan efforts to study and examine its effect on attitudinal outcomes and firm performance are scarce. The present study addresses this research gap. Researchers explored the relationship between PA satisfaction, job satisfaction and turnover intentions in semi-governmental organizations in Pakistan. Using responses collected from 123 respondents, we find statistically significant relationships between studied variables. The results have significant policy implications for improving the process of performance appraisal in semi-governmental organizations in Pakistan as well as other developing countries. Further the study enriches the body of knowledge on performance appraisal and its impact on organizational performance in developing countries.

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“…Several studies have found that HRD practices affect the behaviour and attitudes of employees (Guest, 2002;Edgar and Geare, 2005;Muse and Stamper, 2007). Moreover, Lee and Bruvold (2003) found that the investments of firms in training their workforce contribute to the creation of positive perceptions in employees of the organization's willingness to support their development. These perceptions are related to the psychological contract and embedded in the context of social exchange theory (Blau, 1964;Eisenberger et al, 1986).…”

Section: Introductionmentioning

confidence: 99%

“…These perceptions are related to the psychological contract and embedded in the context of social exchange theory (Blau, 1964;Eisenberger et al, 1986). Positive perceptions cause employees to believe in a social exchange relationship between them and the organization, which makes them act in a reciprocate manner (Wayne et al, 1997;Lee and Bruvold, 2003). Employees are more satisfied with their jobs and more willing to work hard in order to contribute to a higher performance of the organization (Arthur, 1994;Eisenberger et al, 2001).…”

Section: Introductionmentioning

confidence: 99%

Does perceived support in employee development affect personnel turnover?

Koster¹,

Grip

Fouarge

2011

The International Journal of Human Resource Management

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This paper focuses on the question whether it is beneficial for firms to invest in the general skills of their workforce or that these training investments merely encourage personnel turnover. We examine two contrary theoretical perspectives on how investments in employee development are related to their turnover behaviour. Estimation results derived from a sample of 2,833 Dutch pharmacy assistants show that participation in general training does not induce the intention of assistants to quit, as predicted by human capital theory. We find that a firm's investments in general training, significantly contribute to the perceived support in employee development (PSED) among their workforce. Our results also show that PSED is negatively related to the intention of employees to quit the firm. This effect is to a large extent mediated by the job satisfaction of pharmacy assistants. Our findings support the importance of social exchange theory in explaining turnover behaviour as a consequence of personnel development practices. It should be noted, however, that PSED only diminishes the intention to quit for other occupations.

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Creating value for employees: investment in employee development

Cited by 450 publications

References 56 publications

Internal Corporate Social Responsibility and Performance: A Study of Publicly Traded Companies

Internal Corporate Social Responsibility and Performance: A Study of Publicly Traded Companies

Performance Appraisals Impact on Attitudinal Outcomes and Organisational Performance

Does perceived support in employee development affect personnel turnover?

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