A Survey of the Relationship Between Training and Organizational Commitment

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A survey of the relationship between training and organizational commitment

CHAPTER 1 INTRODUCTION This chapter explores the importance of organizational commitment and training, the problem statement of this study, the objectives of this study, the significance of the research in terms of practical and academic contribution and also the research questions used in this study. 1.1 The importance of organizational commitment It was a great deal of interest for the issue of organizational commitment over the past decade. Organizational commitment is one of the important areas of study to many researchers and organizations because the result from this study will help to determine many work related to the interaction of the employees. It is mainly related to the

employee‘s desire to continue working with the particular organization. Besides that, many researchers also interested in knowing what are the factors that may influence an individual‘s decision whether to leave or stay in his/her particular organization. Numerous studies by international scholars (Williams and Hazer, 1986; Allen and Meyer, 1990; Ngo and Tsang, 1998) have been directed at determining its antecedents. Managers are the one who concern with this commitment issue as they are facing the increasing speed and scale of change in an organization. They constantly seek for the ways to generate greater employees‘ commitment and competitive advantage.


A survey of the relationship between training and organizational commitment

Whether they are bemoaning the fact that employees are too committed (Whyte, 1956) or that commitment is a thing of the past (e.g., ―The End of Corporate Loyalty,‖ 1986), commentators typically describe the committed employee as one who stays with the organization through thick and thin, attends work regularly, puts in a full day (and maybe more), protects company assets, shares company goals and so on. Randall (1987) suggested, for example, that a ―blind‖ commitment to an organization can lead

employees to accept the status quo even if it ultimately means that the company loses its ability to innovate and adapt to change. According to Meyer and Allen‘s (1991), there are three components model of commitment which indicated that there are three ―mind sets‖ which can characterized an employee‘s commitment to the organization. The three ―mind sets‖ are affective

commitment, continuance commitment and normative commitment. 1.2 The importance of training The term training refers to the acquisition of knowledge, skills and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. Some commentators use a similar term ―training and development‖ for workplace learning to improve performance. We can generally

categorize such training as on-the-job or off-the-job. On-the-job training takes place in a normal working situation, using the actual tools, equipment, documents or materials that will use when fully trained. On-the-job training is said to be the most effective


A survey of the relationship between training and organizational commitment

training for vocational work. Off-the-job training takes place away from normal work situations which means that the employee does not count as a directly productive worker while such training takes place. Off-the-job training has the advantage that it allows people to get away from their work and concentrate more thoroughly on the training itself. This type of training is said to be more effective in inculcating concepts and ideas. Furthermore, we should aware that training differs from exercise in that people may dabble in exercise as an occasional activity for fun whereby training has specific goals of improving one‘s capability, capacity and performance. 1.3 The problem statement of this study The talents and skills of the employees become more important in this contemporary business world....
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