Transformational Training Programs and Quality Orientation of Employees: Does Employees’ Loyalty Matter?

Abstract

Transformational training programs, employee loyalty and quality orientation of employees have been some of the important concerns for both academicians and practitioners for decades. Yet, little is known about their underlying relationship dynamics, especially in the context of higher education institutions. The pivotal aim of this study was to investigate the interplay of transformational training programs, loyalty and quality orientation of employees. For this, a causal model demonstrating the direct and indirect relationships of transformational training programs, employee loyalty and quality orientation was built and tested. Data for this study were collected from 212 (n = 212) academics (deans, head of departments and faculty members) from all private sector universities in Amman, Jordan, through a cross sectional survey. Results indicated that both direct and indirect effects of transformational training programs on quality orientation of employees were significant. More specifically, the positive effects that transformational training programs have on quality orientation of employees are through employee loyalty. This finding significantly advances the existing body of knowledge and implies that transformational training programs enhance employees' loyalty which, in turn, escalates employees' orientations towards quality. Hence, it is concluded that the objective of inculcating quality orientation amongst employees cannot be achieved with mere reliance upon transformational training programs. Several contextual factors, such as employee loyalty, should also be focused on and fostered to ensure the effects that training programs have on certain desirable outcomes.

Workplace Ostracism and Knowledge Hiding: The Mediating Role of Job Tension

“…Third, by examining the moderating effect of employee loyalty, employee loyalty as an assurance of employees' useful and positive contributions increases the performance and efforts but this study elaborates that it can also enhance negative effects. Lastly, in view of the critical role of employees' feelings for an organization [17], these results provide an insight into minimizing the occurrence of workplace ostracism to help minimize the knowledge hiding behavior and increase the organizational effectiveness. Figure 1 provides an overview of our theoretical framework.…”

Human Resources Management Practices and Affective Commitment among Financial Industry Employees in Malaysia

“…Subsequently, [18] disclosed that training ultimately add value to organization based innovation strategies. While [4] found that transformational training programs strengthen employee loyalty. Moreover, motivation, access and benefits in regard to training have a significant effect on workers engagement [4].…”

“…While [4] found that transformational training programs strengthen employee loyalty. Moreover, motivation, access and benefits in regard to training have a significant effect on workers engagement [4]. In general, training considered a content-based activity that a trainer targeting to transform the attitudes of workers in order to fulfil management goals [23].…”

“…Training, including orientation training, physical training, on-the-job training, off-the-job training, remedial training, refresher training, in-house training, external training etc. [4]. Training expected to transform workers be competent, training too fulfils the firm's vision, mission, goals and objectives [87 & 82].…”

Human resource management practices and total quality management in insurance companies: Evidence from Jordan

“…Problems and Perspectives in Management, Volume 19, Issue 1, 2021 http://dx.doi.org/10.21511/ppm.19 (1).2021. 36 Human resource management (HRM) is considered as a central element of TQM soft dimensions (Lee et al, 2015).…”