Training: The Way to Retain Valuable IT Employees?

Abstract

The IT workforce of a company is an important strategic asset, an asset that needs to be managed. This paper details the results of a survey administered to 200 employees across 39 software companies in Ireland between July and August 2001, with a response rate of 102 (51%). It presents a descriptive study, which assesses the impact that training practices have on employee retention. It also gathers data on the effects of training initiatives, the types of training in use, and the influence of training on knowledge retention. IT staff were chosen for this study as they embody the new "knowledge worker" operating in the information economy. The study finds that training helps in retaining knowledge within the organization, but may not help in retaining employees. The predominant method of training delivery is by instructorled formal sessions, followed by self-training and workshops. Findings show that more modern methods such as web-based and computer-based training are not pervasive.

Implications of the Organization Cultural Antecedents on Organizational Commitment

“…The findings of another study indicate that respondents who perceived a greater awareness of corporate culture dimensions exhibited more positive reactions towards organizational commitment (Boon and Arumugam, 2006). Different research findings support the increase in commitment by training and development activities (Acton and Golden, 2002;Karia, 1999;Karia and Ahmad, 2000). Several authors note that reward and recognition (Zhang, 2000), and communication, is important for improving employees' commitment and also for positive outcomes (Goris et al, 2000;Guimaraes, 1996Guimaraes, , 1997Pettit et al, 1997).…”

Social support as a neglected e-learning motivator affecting trainee’s decisions of continuous intentions of usage

“…Perhaps, learners have different conceptions of web-based learning, and these conceptions, guiding their beliefs about the experience of learning as well as their interpretations of learning itself, are related to their learning approaches and outcomes (Tsai, 2009). Instead of considering training as a form of benefit which companies have provided to employees in the past (Acton & Golden, 2001), currently employees see it as extra work they have to do in their own time. As a result, when learners believe that they have extra resources (family supports) from home to utilise, they will be more likely to participate in the e-learning programs which might advance their job performance or human capital in the future.…”

Elevating Organizational Commitment through Corporate Culture: A Case of Public Service Agencies in Malaysia

“…Previous empirical studies (Lee et al 1997;Lee et al 1999) have presented extensive evidences that training and development facilitate skills improvement, which may lead to a better commitment level, well-being, and sense of belonging. This would directly strengthen organizational competitiveness (Acton & Golden 2002;Karia 1999). According to Lang (1992), training should be specifi cally designed to elevate organizational commitment.…”