Sunday, 30 June 2013

Organizational Commitment and Employee Development

Research sometimes fails to show attention to intervening constructs that help us explain the relationship between the training expenditures or learning organization strategies with financial performance across many organizations, It is suggested that investment in human resource development may impact competitive advantage. This is not just about developing employees into a more competent work force.

It has far reaching affects on employee work behaviors such as such as absenteeism work morale and turnover rates and maybe through helping to recruit good employees for whom development experiences are generally attractive. it is about creating a force that treats organizational loss as their own loss.

Research could focus on measures of employee development and their link to measures that result in positive employee behaviors (Respect at work place, Absenteeism, Morale and Turn over intentions) and attraction of talented employees. One variable that has been extensively explored in relation to things like absences and turnover is organizational commitment. Employees who are committed to an organization are less likely to leave, be absent and may display other positive behaviors that are valuable to an organization. It is further suggested that first organization must work on increasing employee engagement through changing job role; making them more flexible, providing them autonomy and resources.

Affective commitment, or the employees’ affective identification with the organization, and their intention to continue to work for the business has been the focus of past employee development studies and has been shown to have the strongest relationships with a variety of organizationally relevant variables. From a social exchange perspective, employees are favorably disposed toward an organization to the extent that the organization provides something valuable to the employees. and in return employees value their organization by showing enhanced commitment and motivation at workplace.

When an organization provides something valuable such as support for employee development, this should create a mindset in employees that is positive toward the organization, resulting in positive work behaviors. resulting in positive employee attitudes, all of the aforementioned variables could result in effective  recruiting and retaining of employees, all this is possible through employee development interventions.

Research has suggested that the presence of employee development systems and support is positively associated with organizational commitment by employees. Although the systems and support will be viewed as subjective, with different employee have varied perceptions and attitudes towards them but their is a general consensus on the presence and beneficial results that could be attained for the business. Having a thorough understanding of the possible moderating effects by individual differences could be extremely valuable; as they could help resolve future conflicts and be helpful in developing a better support system

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