Training satisfaction relative to turnover intention: the mediating role of employee loyalty

Abstract

Purpose -The purpose of this study is to focus on Turnover intention (TI) which is gaining significance in the Jordanian government sector as well as in many other international institutions. Organizations tend to seek valuable benefits from the human resource capital they have to achieve their competitive advantages. However, TI becomes a global issue as well as in Jordanian public context. The research framework of this study is based on the satisfaction and social psychological literature. Design/methodology/approach -By applying the convenience sampling method, data were collected through an online questionnaire; 354 respondents from the governmental sector participated in this study. Data were analyzed using the statistical software Smart PLS. Findings -Results revealed that mind wandering (MW) has a negative impact on training satisfaction (TS) while trainer efficacy (TE) has a positive impact on TS. Meanwhile, work-life conflict (WLC) was not significantly related to TS. TS has a negative impact on TI and a positive impact on employee loyalty (EL). However, EL has a negative impact on TI, and, at the same time, it mediates the relationship between TS and TI. Moreover, the study demonstrates sequential mediation for TI. Originality/value -The research adds to the body of knowledge by testing a new framework. Moreover, it introduces sequential mediation for TI.

Linking training and development to employees’ attitudes and behaviors: the mediating role of engagement

“…Accordingly, our results indicate the roles of EE in mediating the effects of TD on ES and ER, which are also in line with previous studies (Alola and Alafeshat, 2021;Memon et al, 2016). These findings support the notion that TD can also contribute to improving employees' performance, raising their selfconfidence and motivation in taking on challenging tasks, continuing to pursue their career, which can in turn raise their job retention or reduce their turnover intention (Albtoosh et al, 2022;Sesen and Ertan, 2022;Memon et al, 2016).…”

“…TD can help their staff fill the gaps between current and desired competency, thereby increasing their psychological health by lowering their feelings of anxiety and discouragement (Alola and Alafeshat, 2021;Memon et al, 2016;Gruman and Saks, 2011;Kahn, 1990). Providing employees with appropriate TD programs to increase their skills and knowledge to complete their tasks, improve their work performance and achieve their objectives, which can foster their job satisfaction and retention as well as reduce their turnover intention (Albtoosh et al, 2022;Sesen and Ertan, 2022;Aburumman et al, 2020;Memon et al, 2016).…”

“…In addition, to ensure and improve the quality of TD activities, organizational leaders or HRM managers should design these activities based on the needs of their organizations and employees (Albtoosh et al , 2022; Memon et al , 2021; Morrow and Brough, 2019). The programs also need to be designed with an aim of raising job effectiveness and performance.…”

“…Therefore, when designing training activities, HRM practitioners should consider various elements (e.g. training content, trainer and knowledge and skill transfer method), thereby enhancing perceived usefulness and satisfaction with these activities and thus resulting in positive behaviors, attitudes and outcomes (Albtoosh et al , 2022; Memon et al , 2016; Latif, 2012; Schmidt, 2007). On-the-job and off-the-job training should be carried out flexibly and practically based on the nature of the job.…”

Impacting Job Satisfaction on Employee Loyalty: A Case Study at Direct Investment Enterprises in Vietnam

“…Employees tend to evaluate what they receive from work (salary, bonus, recognition) commensurate with what they put in (effort, experience, etc.) experience, knowledge, suitability) and then compare the ratio of outputs to inputs with others Book et al, 2019;Murali et al, 2017) The style of direct leadership is considered consistent, objective, accurate, unbiased, showing respect and friendly treatment of the leader towards employees through management decisions, the division of work, and the distribution of other benefits within the entity (Farrukh et al, 2019;Albtoosh et al, 2022). In this study, leadership is understood as the immediate superiors of employees; leaders bring satisfaction of employees and trust to employees through the assignment of tasks, communication with each other, care, and attention to their subordinates (Darmawan et al, 2020;Warrick, 2017).…”