The effects of training satisfaction, employee benefits, and incentives on part-time employees’ commitment

Jaworski, Caitlin D.; Ravichandran, Swathi; Karpinski, Aryn C.; Singh, Shweta

doi:10.1016/j.ijhm.2018.02.011

Cited by 120 publications

(122 citation statements)

References 44 publications

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“…These studies examine and reveal the important role of and demand for employee training. Meanwhile, there are many factors that can affect the efficiency of employee training and the training experiences of employees, such as the internal environment (e.g., learning environment), external market, institutional environment, organizational strategy of enterprises, training method and duration, and wage system [51][52][53][54]. Some conclusions have been published, for example, the incidence of employee training increases with labour market tension [51].…”

Section: Employee Trainingmentioning

confidence: 99%

“…In terms of research methods, we can see that a questionnaire survey is the main approach used to obtain the data related to employee training. Other methods, such as structural equation modelling, among others, are also used together to analyse employee training [44,52,54,55]. It is obvious that the majority of studies on employee training are based on qualitative analysis, and quantitative analysis is less used to analyse training programmes.…”

Section: Employee Trainingmentioning

confidence: 99%

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Social Network Analysis of Sustainable Human Resource Management from the Employee Training’s Perspective

Guo

Lei

et al. 2019

Sustainability

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Employee training is not only important for the continuous growth of human resources but also guarantees sustainable human resource management in enterprises. It is very important to understand corporate behaviour related to employee training not only from the perspective of a single enterprise but also from that of multiple enterprises. The purpose of this study is to explore multiple enterprises' employee training behaviours by conducting a content analysis of corporate social responsibility (sustainability) reports and a social network analysis. This study also seeks to find a way to achieve sustainable employee training by analysing the similarities in the different types of corporate training behaviours. Our analysis shows that, in 2017, 108 types of training activities were implemented by 53 enterprises; the key employee trainings (e.g., security training and skills training) and enterprises (e.g., bank of communication) are identified. The training behaviours of some of the enterprises are similar to some extent, and eight groups of firms that are very similar are identified. The results of this study show that social network analysis performs well for studying corporate employee training behaviours. Some suggestions to minimize the investment costs of training and to improve the sustainability of human resource management from the employee training perspective are provided.Sustainability 2019, 11, 380 2 of 20 organizational sustainability has been highlighted by some scholars [16][17][18]. We therefore explore corporate sustainable resource management from the perspective of sustainable human resource management in this study.Corporate sustainable human resource management is a new area of research and practice [14]. There are still significant research gaps regarding sustainable human resource management, in particular, how human resource management addresses the sustainability of human resources [19]. Only a few studies have examined this issue; for instance, the work by Ehnert [20] explores the meaning of and reasoning for sustainability in human resource management as well as applications of the concept for human resource management through an analysis of 50 European multinational enterprises. Kramar [19] examines the major features of sustainable human resource management and highlights a relationship between sustainability and human resource management. Tooranloo et al. [21] identify the factors that have an impact on the successful implementation of human resource management sustainability in organizations. Human resource management is a series of work practices involving people, among which employee training has a very important part. Some managers and scholars have realized that employee training is not only an important incentive for the continuous growth of employees but also guarantees the sustainable development of the enterprise (e.g., [22][23][24][25][26]). Therefore, it is very interesting and important to analyse the sustainability of human resources from the perspective of employee trai...

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Section: Employee Trainingmentioning

confidence: 99%

Section: Employee Trainingmentioning

confidence: 99%

Social Network Analysis of Sustainable Human Resource Management from the Employee Training’s Perspective

Guo

Lei

et al. 2019

Sustainability

View full text Add to dashboard Cite

show abstract

“…With these arguments, it can assume that appropriate recognition and rewards are important for commitment. Moreover, some prior researchers demonstrated that there was a positive relationship between reward and recognition and employee commitment [e.g., 18,21]. Thus, the study proposes the hypothesis as follow: H 4 : Reward and recognition positively impact organizational commitment.…”

Section: Reward and Recognitionmentioning

confidence: 88%

“…They will be active and dynamic at work when they are fully qualified, capable and well-trained, it also increases commitment. Some previous researchers found that training and development has a positive impact on employee commitment [e.g., 16,18]. Basing on the arguments above, the following hypothesis is posited: H 3 : Training and development positively impact organizational commitment.…”

Section: Training and Developmentmentioning

confidence: 95%

A Model of Organizational Culture for Enhancing Organizational Commitment in Telecom Industry: Evidence from Vietnam

Giao¹,

Vương²,

Tung

2020

Wseas Transactions on Business and Economics

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The aim of this study is to investigate the influence of organizational culture on organizational commitment in the context of the Vietnam telecom industry. The model was tested with a sample of 324 employees working for telecom companies. The result from the partial least squares method (PLS) using SmartPLS 3.0 program revealed a good fit between collected data and measurement scales which were introduced and developed in the Western contexts. Besides, the findings showed that the six dimensions of organizational culture had positive impacts on organizational commitment decreasingly: innovativeness, teamwork, training and development, reward and recognition, organizational communication, empowerment. This discovery highlighted the importance of organizational culture in enhancing employee commitment towards the organization as well as calls the management attention to these dimensions and long-term development policies.

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“…and "commitment" are directly causally related (and which is the cause and which the effect) or whether they just appear simultaneously. However, there seems to be a consensus that one cannot expect commitment without satisfaction (Jaworski, Ravichandran, Karpinski, & Singh, 2018;Williams & Hazer, 1986). The shape of the curve is illustrative only; it can be convex, concave, or even a straight line as long as its slope is strictly negative; its shape can be related to a discussion about the opportunity cost of switching from one dimension to the other.…”

mentioning

confidence: 99%

Participatory system dynamics and the (unavoidable?) trade‐off between effectiveness and efficiency: Comment on the Paper by Stave, Dwyer, and Turner

Größler¹

2019

Syst Res Behav Sci

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The effects of training satisfaction, employee benefits, and incentives on part-time employees’ commitment

Cited by 120 publications

References 44 publications

Social Network Analysis of Sustainable Human Resource Management from the Employee Training’s Perspective

Social Network Analysis of Sustainable Human Resource Management from the Employee Training’s Perspective

A Model of Organizational Culture for Enhancing Organizational Commitment in Telecom Industry: Evidence from Vietnam

Participatory system dynamics and the (unavoidable?) trade‐off between effectiveness and efficiency: Comment on the Paper by Stave, Dwyer, and Turner

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