Relation between human resource development climate and organisational commitment: empirical study in Indian banking sector

Mittal, Sanjiv; Gupta, Vishal; Motiani, Manoj

doi:10.1504/ijicbm.2016.074481

Cited by 2 publications

(2 citation statements)

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“…Drucker (1999) mentioned managers of organizations should view their knowledge workers as assets and give them the proper possibilities to be inventive in their job while also providing them with ongoing professional development to help them become devoted to their organizations' mission and work. Mittal, Gupta & Motiani (2016) found the organizational commitment can be considerably predicted by the HRD climate. Businesses with a positive HRD environment are more likely to have loyal employees.…”

Section: Strongmentioning

confidence: 96%

“…Human resource development climate positively correlates with employee commitment, especially the affective component (Benjamin & David, 2012). The commitment consists of three different elements: a firm belief in and acceptance of the organization's values and goals, a significant willingness to put in significant effort for your own organization, and a desire to continue being a part of it (Mittal, Gupta & Motiani, 2016).…”

Section: Strongmentioning

confidence: 99%

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Human Resource Development and Employee Commitment in Nepalese Commercial Banks

Kharel,

Niraula

2024

Nep. Mgt. Rev.

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The level of employee commitment is a significant issue for many firms throughout the world. As a result, many firms are using a variety of human resource development techniques to increase employee commitment. Employee dissatisfaction has been voiced in the field of compensation, which is characterized by unequal rewards, inadequate compensation and lack of job security. The purpose of this research is to focus on analyzing the relationship between HRD dimensions and employees' commitment working across various commercial banks in Nepal. The study's independent variables were Training, Compensation, Job Security, and Reward. The dependent variable was employee commitment. The descriptive research design was used. The population of the study was 46408 employees and a simple random sample technique was used to choose 396 employees from 11 commercial banks under probability sampling method. Data were collected using a standardized questionnaire on Likert Scale with 1 specifying a strongly disagreement and 5 a strongly agreement. Descriptive statistics, correlation, and regression analysis were used to analyze the data. Cronbach's Alpha had been used to test for reliability. Reliability is acceptable with a Chronbach's Alpha rating of 0.76 on an average. IBM, SPSS version 26 was used to analyze the data. The study concluded that employees' Training, Compensation and Job Security had a favorable and significant relationship with employee commitment, Reward had a negative but significant impact on Employee Commitment. The study recommended that the policy makers and BOD of Nepalese Commercial banks should design an effective welfare policy to enhance commitment of employees.

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Section: Strongmentioning

confidence: 96%

Section: Strongmentioning

confidence: 99%

Human Resource Development and Employee Commitment in Nepalese Commercial Banks

Kharel,

Niraula

2024

Nep. Mgt. Rev.

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Training Participation and the Role of Reciprocal Attitudes

Non¹

2020

CESifo Economic Studies

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Using data from the German Socio-Economic Panel, I examine the relation between workers’ reciprocal attitudes, as measured in 2005 and 2010, and participation in work-related training courses in 2007 and 2013, respectively. Theory predicts that employers find it more profitable to invest in human capital of workers who have positively reciprocal attitudes, because they are more likely to return their employer’s kindness with higher effort and/or loyalty. The findings are mixed, depending on the survey year. I find that positively reciprocal workers are more likely to participate in employer-financed training in 2007, in particular when training is general. Also, consistent with theoretical expectations, I do not find a relation between workers’ reciprocal attitudes and participation in training that is not financed by the employer. However, workers’ reciprocal attitudes are not related to training participation in 2013. A possible explanation is that employers use training to induce reciprocal feelings in a slack labour market only. (JEL codes: M53 and D91).

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Relation between human resource development climate and organisational commitment: empirical study in Indian banking sector

Cited by 2 publications

References 88 publications

Human Resource Development and Employee Commitment in Nepalese Commercial Banks

Human Resource Development and Employee Commitment in Nepalese Commercial Banks

Training Participation and the Role of Reciprocal Attitudes

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