International Journal of Training and Development 11:1 ISSN 1360-3736
Relationship between employees’ beliefs regarding training beneﬁts and employees’ organizational commitment in a petroleum company in the State of Qatar Mohammed Asad Shareef Al-Emadi and Michael J. Marquardt
The study examined the relationship between the beliefs of senior staff Qatari national employees regarding training beneﬁts as measured by the beneﬁts of employee training, and employees’ organizational commitment as measured by the three-component model of organizational commitment. This relationship was assessed through a quantitative associational research design. From the study site, Qatar Petroleum, a total of 283 responses were analysed using stepwise regression analysis. The ﬁndings suggest that there is a positive relationship between employees’ beliefs regarding training beneﬁts and employees’ organizational commitment.
Emphasizing and implementing powerful training and development programs are becoming more critical in order to accomplish organizational objectives and goals r Mohammed Asad Shareef Al-Emadi, Head Internal Auditor, Qatar Petroleum, PO Box 536, Doha, State of Qatar; Visiting Scholar and Adjunct Professor, California State University, 560 Loma Verde Avenue, Palo Alto, CA 94306, USA. Email: email@example.com. Michael J. Marquardt, Professor of Human Resource Development and International Affairs, The George Washington University, 2134 G Street, Washington, DC 20052, USA. Email: firstname.lastname@example.org © 2007 The Authors. Journal compilation © 2007 Blackwell Publishing Ltd., 9600 Garsington Road, Oxford OX4 2DQ, UK and 350 Main St., Malden, MA 02148, USA.
effectively and efﬁciently. Organizations continue to struggle with the speciﬁc issues of employee retention and manpower shortages. Accordingly, there has been an increased interest in organizational commitment. Academic and professional journals present an extensive literature that seeks to deﬁne, measure and explain organizational commitment. For example, Kontoghiorphes and Bryant (2004) assert that commitment of employees to the organization has been one of the most popular organizational research constructs over the last three decades. Guffey et al. (1997) suggest that ‘successful organizations recognize that employees are their most valuable resources because of employee commitment to the organization’ (p. 12). Accordingly, the organizational need to retain human capital has become a primary concern for organizations (Harkins, 1998). Becker’s (1975) human capital theory explains that organizations can achieve greater productivity through employee training. Grossberg (2000) adds that ‘investment in ﬁrm-speciﬁc human capital should result in employment spells of greater duration’ (p. 578). Organizational investment in human capital has resulted in management being required to pay ever closer attention to employee training.
Statement of the problem
The relationship between employees’ beliefs regarding training beneﬁts and employees’ organizational commitment is as yet unclear. Review of the literature on employee training and organizational commitment suggest that there is such a relationship between employee training and organizational commitment (Bartlett, 2001, Becker, 1975; Grossberg, 2000; Lang, 1992, Meyer & Smith, 2000; Pinks, 1992; Tannenbaum et al., 1991). However, the nature of this relationship has not been clearly delineated. For example, there continues to be lack of empirical studies that identify which beneﬁt of employee training (personal, career and job-related) is the best predictor of which component of organizational commitment...