Impact of Employee Development in Agricultural Companies on Commitment, Loyalty and Performance

Abstract

Employees in agricultural companies are aware of the necessity to learn and develop; hence it is essentially easier for the agricultural companies to encourage their employees to engage in these processes. Regardless the awareness of the employees concerning the development, the organisational features of the agricultural companies, which influence the development of the employees, needs to be taken into account. The aim of the paper is to identify the attitude of surveyed agriculture organisations towards employee development and to evaluate possible use of employee development strategies impacting employee commitment, loyalty and performance. Data were collected by means of quantitative research in selected number of agricultural companies (n=101) in the Czech Republic, while the data were evaluated by descriptive (correlation) analysis and multidimensional statistics (factor analysis). Results show that employee development foster commitment, loyalty and performance. The results were able to classify the HR systems of the case organisations into six types according to factor analysis: external HR marketing, internal development, investments into development, increased loyalty and competitiveness, increased understanding and finally, increased retention based on loyalty and commitment. Furthermore, smaller companies often lack formal development. On the contrary, large and micro companies have exact practices and outputs related to it.

Impact of Financial and Non-financial Rewards on Employee Motivation and Employee Commitment among SMEs textiles sector of Karachi Pakistan

“…However, the studies also suggest that the impact of financial awards is significantly stronger than non-financial rewards. Employees in labor-intensive domains are less motivated with non-financial rewards than other sectors (Urbancová & Vnoučková, 2018;Whitener, 2001). The association between non-financial rewards and motivation also varies according to age and income group.…”

“…Many past studies based on empirical results have concluded a positive association between "financial rewards, commitment, and loyalty (Kreisman, 2002;Urbancová & Vnoučková, 2018). While Kurdi, Alshurideh & Alnaser (2020) also found that financial rewards promote employee commitment, reduces turnover intentions, and increases employee loyalty.…”

The Effect of Knowledge Management and Talent Management on Employee Performance

“…Suggestions further research to conduct research on the direct influence of employee development on employee performance, which was not carried out in this study. Then can also add employee loyalty variables as in the research conducted by Urbancová and Vnoučková, (2018) which states that employee development significantly affects commitment, loyalty and employee performance.…”

“…So it is necessary for companies to invest a lot of funds to develop their employees. Based on the research of (Urbancová and Vnoučková, 2018) which states that employee development significantly affects commitment, loyalty, and employee performance, it can be concluded that the provisional hypothesis that became the formulation of the research above, namely: H6: talent management has an effect on employee performance mediated by employee development.…”