Positive organizational scholarship in healthcare: The impact of employee training on performance, turnover, and stress

Abstract

Based on positive organizational scholarship in healthcare, this study examined the relationships between four dimensions of employee perception of training: workplace stress, organizational outcomes, job performance, and turnover intentions. We hypothesized that employee training perception would have a negative relationship with workplace stress and that stress would mediate the relationship between employee training perception, job performance, and turnover intentions. We obtained data on 317 elderly-care workers in Northern Cyprus and analyzed it using structural equation modeling. Employee training perception was negatively related to workplace stress, and stress was negatively related to job performance and positively related to turnover intention. In line with Job Demand-Resource theory (JD-R), workplace stress partially mediated the relationship between employee training perception and organizational outcomes. The study contributes to the literature by confirming that elderly-care organizations that provide training opportunities for employees can reduce workplace stress, build organizational strengths, and facilitate positive outcomes.

Does Training Still Affect Employee Performance? An Investigation in the Context of a Fast Food Business in Bandung Indonesia

“…Based on the results of research from Bhat and Rainayee (2017), training has a significant positive impact on performance in civil servants in Jammu and Kashmir. Then, several studies also show that training has a positive and significant effect on employee performance, including by Arwab et.al (2022); Folakemi (2020); Ali et.al (2018), Ertan andSensen (2019), andAl-Ajlouni (2019). The results of research from Albloush et al (2019) state that training has a significant positive effect on performance because it can provide confidence and satisfaction in employees to provide the best performance and continue to increase.…”

A systematic review of human capital and employee well-being: putting human capital back on the track

“…Correspondingly, Lee et al (2014) proposed signalling theory (ST) that indicates the opportunities to improve competence represent how good an employer is. The successful implementation of training requires sufficient organizational support (Liu and Liu, 2020) and social support from colleagues and supervisors (Ertan and Şeşen, 2019; Kuvaas and Dysvik, 2010). Training and social support, identified as the vital job resources under job demands–resources theory (JD-R; Bakker and Demerouti, 2007), have the potential to prepare individuals to manage job demands more effectively and facilitate motivational psychological state such as job engagement (Fletcher, 2019; Huo and Boxall, 2020; Memon et al , 2016).…”

“…Well-motivated employees were found to utilize resources at work and satisfied with growth opportunities, essential prerequisites for an organization's competence development to succeed (Newman et al , 2011). The resulting benefits generate increased organizational commitment (Ahmad and Bakar, 2003; Bartlett, 2001) and lowered workplace stress (Ertan and Şeşen, 2019) because employees attached with organizational value will recognize the need for active participation in the workplace learning. However, organizations initiating involuntary competence development practices (in which supervisors finalize the access) could demotivate their employees and adversely affect job performance (Ertan and Şeşen, 2019) (Figure 1).…”

“…Employees who believe that training will make their job easier may find that their current employment situation is less threatening and therefore experience less stress. Training facilitating employability will form a greater sense of personal occupational control, which will reduce work stress experienced by temporary staff (Chambel et al, 2015) and elderly-care employees (Ertan and S es en, 2019). Chambel and Castanheira (2012) find that training fulfils psychological contracts and contributes to lowering work strain among call centre operators.…”