The impact of employee perceptions of training on organizational commitment and turnover intention

Abstract

Purpose The purpose of this study is to investigate the impact of employee perception of training on organizational commitment, and consequently, the impact of organizational commitment on turnover intention. Design/methodology/approach This study adopted a quantitative research design. Data were collected from 302 registered nurses working at Jordanian hospitals using an email survey questionnaire. Using statistical package for the social science analysis of regression to test the hypothesized model. Findings The results suggest a strong relationship between two variables: perceived availability of training and perceived supervisor support for training and organizational commitment. On the other hand, the perceived benefits of training is found to be negatively related to organizational commitment. The study also confirms a strong inverse association between organizational commitment and turnover intention. Research limitations/implications Limitations and suggestions for future studies three as with all research, there are limitations to this work. First, only three employee perceptions of training are investigated in this study to include perceived availability of training, perceived supervisor support for training and perceived benefits of training. Given that employee perceptions of training include a number of factors, future research may consider other factors such as motivation to learn and co-worker support for training (Newman et al., 2011). Second, the study uses a quantitative approach. Future studies may conduct interviews to examine the relationship between the variables. Third, the data came from registered nurses working in hospitals in a single industry; to increase the generalizability of the findings, there is a need for future research in other industries in Jordan. Fourth, other attitudinal constructs in addition to organizational commitment may act as potential mediators in the relationship between employee perception of training and turnover intention. Future studies can include mediating variables such as job satisfaction (Poon, 2004) and trust in management (Whitener, 2001), which may better explain the hypothesized relationships. Finally, the findings cannot be generalized, as there is a possibility of bias because of differences in knowledge of and attitude to perceived training. Practical implications The findings of the present study have implications for theory and practice. At the theoretical level, the current study adds to the body of knowledge on commitment and turnover. Specifically, the current study provides evidence of a strong or weak relationship between employee perception of training, organizational commitment and turnover intention. The research findings verify the applicability of the social exchange theory (Blau, 1964) and the norm of reciprocity (Gouldner, 1960), and concurs with Fishbein and Ajzen’s (1967) model of beliefs, attitude and behavioral intentions in Jordanian hospitals. From the practical aspect, the study findings urge Jordanian hospitals to enhance employee perception of training and correlated development opportunities, so as to fulfill their employees’ needs and expectations in terms of organizational development. Hospitals may achieve this by providing effective and more comprehensive training programs and urging supervisors to motivate their subordinates to participate in these programs (Jehanzeb et al., 2013). This study results also confirm that perceived supervisor support is very significant to the maintenance of organizational commitment. Hospitals need to create an environment in which practicing training is highly motivated by supervisors. While supervisors are required to publicize the availability of training to the nursing workforce (Ha et al., 2014). Furthermore, the study findings reveal no evidence of a link between perceived benefits of training and organizational commitment. The premise behind this result is attributed to the fact that employees believe that the benefits obtained from participating in training activities are very limited (Kadiresan et al., 2015). So, supervisors are requested to raise their awareness of the benefits to be gained from participating in training programs. The role of supervisors here is very important, they should also unfreeze the old concerns of individuals through positive approach by communicating aggressively about the benefits of training. Moreover, hospitals need to focus more on promoting better relations between training and career development (Newman et al., 2011). Finally, the study results suggest that organizational commitment is negatively related to turnover intention. So, to increase organizational commitment, the hospitals’ management should first, design more effective in house training, as well as motivate their nursing workforce, and financially support external training programs that will foster the nurses’ skills and knowledge. Second, create a culture of commitment to reinforce the relationship with nursing workforce and encourage them to consider the hospital as a family to which they belong (Diab and Ajlouni, 2015). Finally, the work and environmental conditions must be improved through the provision of career development and promotion opportunities (Silva and Dias, 2016). Originality/value This study makes a significant theoretical contribution to the literature, as it addresses an essential and not so well researched issue in Jordan a developing Arab country in Middle East. The paper investigates the interaction between employee perceptions of training, organizational commitment and turnover intention of registered nurses in Jordanian Hospitals.

Örgütsel Dişlanma Algisinin İşten Ayrilma Ni̇yeti̇ne Etki̇si̇nde Örgütsel Bağliliğin Rolü

“…Eğer çalışanlar beklenenden daha düşük bir fayda elde ederlerse çabası azalmaya başlar ve işten ayrılma niyeti içerisine girerler. Nitekim yapılan bazı araştırmalarda da (Joo & Par, 2009;Ha & Kim, 2010;Zincirkıran vd., 2015;Akyüz & Eşitti, 2015;Kartopu & Gündüz, 2016;Labrague vd., 2018;Gökaslan, 2018;Bulut, 2018;Ekhsan, 2019;Rawashdeh & Tamimi, 2019) örgütsel bağlılık ile işten ayrılma arasında negatif yönlü bir ilişkinin olduğu ve işten ayrılma niyetinin düşük örgütsel bağlılık sonucunda ortaya çıktığı saptanmıştır.…”

“…Elde edilen bu sonuç, çalışanların örgütlerine karşı bağlılıkları azaldıkça işten ayrılma niyetlerinin artacağını göstermektedir. Bu sonucun literatürde yapılmış olan çalışmaların (Porter vd., 1974;Mowday, 1982;Clugston, 2000;Loi vd., 2006;Jehanzeb vd., 2013;Ceylan & Bayram, 2006;Chang vd., 2007;Sabuncuoğlu, 2007;Joo & Par, 2009;Ha &Kim, 2010;Zincirkıran vd., 2015;Akyüz & Eşitti, 2015;Kartopu & Gündüz, 2016;Labrague vd., 2018;Gökaslan, 2018;Bulut, 2018;Ekhsan, 2019;Rawashdeh & Tamimi, 2019) bulgularıyla benzerlik taşıdığı görülmektedir.…”

“…However, with the effect of various negative actions such as organizational exclusion, employees' commitment to the organization decreases. Employees who feel low commitment to their organization do not use their capacities to achieve organizational goals and intend to job leaving (Labrague vd., 2018;Gökaslan, 2018;Bulut, 2018;Ekhsan, 2019;Rawashdeh & Tamimi, 2019).…”

“…Ancak örgütsel dışlanma gibi çeşitli olumsuz eylemlerin etkisiyle birlikte çalışanların örgüte olan bağlılıkları azalmaktadır. Örgütüne karşı düşük bağlılık hisseden çalışanlar ise kapasitelerini örgütsel amaçlara ulaşmak için kullanmamakta ve işten ayrılmaya niyetlenmektedirler (Labrague vd., 2018;Gökaslan, 2018;Bulut, 2018;Ekhsan, 2019;Rawashdeh & Tamimi, 2019). Bu kapsamda, hangi sektörde olursa olsun işletme yöneticilerinin hem çalışanlar hem de örgütler açısından olumsuz bir durum olarak nitelendirilen örgütsel dışlanma algısının, denetimini yaparak gerekli önlemlerin alınması konusunda çaba göstermelerinin önemi büyüktür.…”

The Influence of Person-Environment Fit on the Turnover Intention of Nurses in Jordan: The Moderating Effect of Psychological Empowerment

“…e sector is equipped with the latest machinery used by internationally qualified and world-class doctors working in internationally accredited hospitals [12]. However, despite the attractiveness of the health sector [13], the high turnover of nurses is an enduring problem and is considered the foremost cause of the nurse shortage in Jordan [14]. Previous research [15,16] extensively used the study of Hayajneh et al [17] to address the nurse turnover in Jordan.…”