Creating positive outcomes through perceived investment in employee development: Evidence from Kuwait
DOI:
https://doi.org/10.18533/ijbsr.v6i1.742Keywords:
Effective commitment, OCB, turnover intentions.Abstract
Drawing on the human capital and social exchange theories, this article examines the effect of perceived investment in employee development on three work behavior outcomes: turnover intentions, organization citizenship behavior, and affective commitment. Data from a sample of 126 employees working at different hierarchical levels in three different organizations in Kuwait were collected and analyzed using hierarchical regression analysis. The results support previous studies and indicate that PIED is more related to OCB and affective commitment than turnover intentions.
References
Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. Annual Review of Psychology, 60, 451–474
Ahmad, K. Z., & Bakar, R. A. (2003). The Association between Training and Organizational Commitment among White Collar Workers in Malaysia. International Journal of Training and Development, 7(3), 166-185.
Balkin, D. and N. Richebé: (2007), A Gift Exchange Perspective on Organizational Training‘, Human Resource Management Review 17(1), 52-62.
Barnard, C.I. (1938), The Functions of the Executive, Cambridge, MA: Harvard University Press.
Bartlett, K.R. (2001), ‘The Relationship Between Training and Organizational Commitment: A Study in the Health Care Field,’ Human Resource Development Quarterly, 12, 335–352.
Bartlett, K. R., & Kang, D. (2004). Training and organisational commitment among nurses following industry and organizational change in New Zealand and the United States. Human Resource Development International, 7 (4), 423–440.
Bateman, T. & Strasser, S. (1984). “A longitudinal analysis of the antecedents of organizational commitment”. Academy of Management Journal, 21, 95-112.
Bateman, T.S. and Organ, D.W., (1983). Job satisfaction and the good soldier: the relationship between affect and citizenship. Academy of Management Journal, 26, 587-595.
Becker, G. S. (1964). Human capital: A theoretical and empirical analysis. Chicago: University of Chicago Press.
Becker, G. 1965. Human capital. Chicago: University of Chicago Press.
Becker, G. S. (1993). Human Capital: A Theoretical and Empirical Analysis with Special Reference to Education (3rd Ed.). Chicago: University of Chicago Press.
Benson, G.S., Finegold, D., and Mohrman, S.A. (2004), ‘You Paid for the Skills, Now Keep Them: Tuition Reimbursement and Voluntary Turnover,’ Academy of Management Journal, 47, 315–331.
Bergman, M. E. (2006). The relationship between affective and normative commitment: Review and research agenda. Journal of Organizational Behavior, 27, 645–663.
Birdi, K., C. Allan, and P. Warr. (1997). Correlates of perceived outcomes of four types of employee development activity, Journal of Applied Psychology 82(6) 845-857.
Bishop, J. (1997). What we know about employer-provided training: A review of the literature. Research in Labor Economics, 16: 19–87.
Blau, G., Merriman, K., Tatum, D., & Rudman, S. (2001). Antecedents and consequences of basic versus career enrichment benefit satisfaction. Journal of Organizational Behavior, 22, 669 688.
Blau, P. (1964), Exchange and Power in Social Life, New York: Wiley.
Chen, Z. X. & Francesco, A. M. (2003). The relationship between the three components of commitment and employee performance in China. Journal of Vocational Behavior, 62: 490-510.
Cheng, Y. & Stockdale, M. S. (2003). The validity of the three-component model of organizational commitment in a Chinese context. Journal of Vocational Behavior, 62: 456-489.
Coyle-Shapiro, Jacqueline A-M. and Neuman, Joel H. (2004) The psychological contract and individual differences: the role of exchange and creditor ideologies. Journal of Vocational Behavior, 64 (1). 150-164
Cropanzano, R., & Mitchell, M. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874.
De Pater, I. E., Van Vianen, A. E. M., Bechtoldt, M. N., & Klehe, U. (2009a). Employees’ challenging job experiences and supervisors’ evaluations of promotability. Personnel Psychology, 62: 297–325.
Dysvik, A & Kuvaas, B., (2008), "The relationship between perceived training opportunities, work motivation and employee outcomes", International Journal of Training and Development, vol: 12, pp:138-157.
Edgar, F. & Geare, A. (2005). HRM practice and employee attitudes: Different measures – different results. Personnel Review, 34(5), 534-549.
Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P. D., & Rhoades, L. (2001). Reciprocation of perceived organizational support. Journal of Applied Psychology, 86(1), 42-51.
Eisenberger, R., Huntington, R., Hutchinson, S. and Sowa, D. (1986), “Perceived organizational support”, Journal of Applied Psychology, Vol. 71, pp. 500-7.
Farrell, D., & Rusbult, C. E. (1981). Exchange variables as predictors of job satisfaction, job commitment, and turnover: The impact of rewards, costs, alternatives, and investments. Organizational Behavior and Human Performance, 27, 78-95.
Foong-ming, T. (2008), “Linking career development practices to turnover intention: the mediator of perceived organizational support”, Journal of Business and Public Affairs, Vol. 2 No. 1, pp. 1-20.
Frazis, H. J., and Speltzer, J. R. (2005). Worker training: What we’ve learned from the NLSY79. Monthly Labor Review, 128(2): 48-58.
George, J. M., & Bettenhausen, K. (1990). Understanding prosocial behavior, sales performance, and turnover: A group-level analysis in a service context. Journal of Applied Psychology, 75: 698–709.
Glance, N.S., Hogg, T., and Huberman, B.A. (1997). Training and turnover in the evolution of organizations. Organization Science, 8(1): 84-96.
Guay, F., Vallerand, R. J., & Blanchard, C. (2000). On the assessment of situational intrinsic and extrinsic motivation: The Situational Motivation Scale (SIMS). Motivation and Emotion, 24, 175-213.
Guest, D., & Conway, R. (2002). Communicating the psychological contract: An employer perspective. Human Resource Management Journal, 12 (2): 22-38.
Hom, P. W., Tsui, A., Lee, T., Fu, P., Wu, J. B., Zhang, Y., & Li, L. (2009). Explaining employment relationships with social exchange and job embeddedness. Journal of Applied Psychology, 94: 277–297.
Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38: 635-672.
Ichniowski, C., Shaw, K., & Prennushi, G. (1997). The effects of human resource management practices on productivity. American Economic Review, 87, 291-313.
Jaros, S. J., Jermier, J. M., Koehler, J. W., & Sincich, T. (1993). Effects of continuance, affective, and moral commitment on the withdrawal process: An evaluation of eight structural equation models. Academy of Management Journal, 36(5), 951-995.
Kalleberg AL, Rognes J (2000). Employment relations in Norway: Some dimensions and correlates. Journal of Organizational Behavior., 21(3): 315-335.
Katz, D. (1964). The Motivational Basis of Organizational Behavior. Behavioral Science, 9, 131-146.
Katz, D., & Kahn, R. L. (1978). The Social Psychology of Organizations, 2nd ed.. New York: John Wiley & Sons.
Kuvaas, B., and Dysvik, A. (2009a), ‘Perceived Investment in Employee Development, Intrinsic Motivation, and Work Performance,’ Human Resource Management Journal, 19, 217–236.
Kuvaas, B. (2006a), ‘Performance appraisal satisfaction and employee outcomes: mediating and moderating roles of work motivation’, International Journal of Human Resource Management, 17, 3, 504–22.
Kuvaas, B. (2006b), ‘Work performance, affective commitment, and work motivation: the roles of pay administration and pay level’, Journal of Organizational Behavior, 27, 3, 365–85.
Lauver, K., & Kristof-Brown, A. (2001). Distinguishing between employees’ perceptions of person-job and person-organization fit. Journal of Vocational Behavior, 59(3), 454-470.
Lee, C.H., and Bruvold, N.T. (2003), ‘Creating Value for Employees: Investment in Employee Development,’ International Journal of Human Resource Management, 14, 981–1000.
Lepak, D. P., & Snell, S. A. (1999). The human resource architecture: Toward a theory of human capital allocation and development. Academy of Management Review, 24: 31–48.
Lynch, L. M. (1991), “The Role of Off-the Job vs. On-the-Job Training for the Mobility of Young Women Workers,” American Economic Review 81, 151-156.
Lynch, L. M., & Black, S. E. (1998). Beyond the incidence of employer-provided training. Industrial and Labor Relations Review, 52(1): 64-81.
MacDuffie, John Paul. (1995). “Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry,” Industrial and Labor Relations, 48(2), January, 197-221.
Malik, O.F., Abbas, Q., Kiyani, T.M., Malik, K.U.R. and Waheed, A. (2011), “Perceived investment in employee development and turnover intention: a social exchange perspective”, African Journal of Business Management, Vol. 5 No. 5, pp. 1904-1914.
Maurer, T.J. and Lippstreu, M. (2008), “Who will be committed to an organization that provides support for employee development?”, Journal of Management Development, Vol. 27 No. 3, pp. 328-347.
Maurer, T., Pierce, H.,&Shore, L. (2002). Perceived beneficiary of employee development activity: Athree-dimensional social exchange model. Academy of Management Review, 27(3), 432-444.
McEnrue, M. P. (1989). Self-development as a career management strategy. Journal of Vocational Behavior, 34: 57-68
McShane, S. & Von Glinow, M. (2013). M Organizational Behavior. New York, New York: McGraw-Hill/Irwin.
Meyer, J.P, Allen, N.J. & Smith, C.A. (1993). Commitment to organizations and occupations: extension and test of a three component conceptualization. Journal of Applied Psychology, 78 (4), 538-551.
Meyer, J.P. & Allen, N.J. (1991). A Tree-component conceptualitazation of organizational commitment. Human Resource Management Review, 1, 61-89.
Morrow, P.C., (1993), “The Theory and Measurement of Work Commitment”, JAI Pres, Greenwich.
Mowday, R., Steers, R., and Porter, L. (1979). The measurement of organizational commitment. Journal of Vocational Behavior, 14, 224-247.
Muse, L. A., & Stamper, C. L. (2007). Perceived Organizational Support: Evidence for a Mediated Associadon with Work Performance. Journal of Managerial Issues, 14(4), 517-535.
Organ, D. (1990). The motivational basis of organizational citizenship behavior. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior, Vol. 12, pp. 43-72
Organ, D. W. 1988. Organizational citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington Books.
Osborne, J. W., & Costello, A. B. (2004). Sample size and subject to item ratio in principal components analysis. Practical Assessment, Research & Evaluation, 9(11). Retrieved July 1, 2008 from http://PAREonline.net/getvn.asp?v=9&n=11.
Paul, A. K., Anantharaman, R. N., (2003). Impact of people management practices on organizational performance: analysis of a causal model, International Journal of Human Resource Management, 14 (7): 1246-1266.
Pfeffer and Sutton (2006). “Evidence-based management”, Harvard Business review, January, pp 62-74.
Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88, 879-903.
Rahman, W. (2012), Attitudinal and Behavioral Outcomes Link with Employee Development in the Context of Performace Appraisal: Empirical Evidence from Public Universities in Khyber Pakhtunkwa, Lambert Academic Publishing, Pakistan.
Rothwell, W. J. (1996). ASTD Models for human performance improvement, roles, competencies, and outputs, ASTD Publications Dept., 1640 King Street, Box 1443, Alexandra, Virginia 22313.
Schneider, B. (1987). The people make the place. Personnel Psychology, 40, 437–453.
Settoon, R., Bennett, N., & Liden, R. (1996). Social exchange in organizations: Perceived organizational support, leader-member exchange, and employee reciprocity. Journal of Applied Psychology, 81(3), 219-227.
Shore, L. M., Tetrick, L. E., Lynch, P. & Barksdale, K. (2006). Social and economic exchange: Construct development and validation. Journal of Applied Social Psychology, 36, 837-867.
Sieben, I. (2007), “Does training trigger turnover – or not? The impact of formal training on graduates’ job search behaviour”, Work, Employment & Society, Vol. 21, pp. 397–416.
Smith, C. A., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68: 655–663.
Snell, S., & Dean, J.W., Jr. (1992). Integrated Manufacturing and Human Resource Management: A Human Capital Perspective. Academy of Management Journal, 35, 467-504.
Steers, R.M. (1977). Antecedents and outcomes of organizational commitment. Administrative Science Quarterly, 22, 46-56.
Sturges, J, Conway, N, Guest, D & Liefooghe, A (2005), 'Managing the career deal: The psychological contract as a framework for understanding career management, organizational commitment and work behavior' Journal of organizational behavior, vol 26, no. 7, pp. 821-838.
Takeuchi, R., Lepak, D. P., Wang, H., & Takeuchi, K. (2007). An empirical examination of the mechanisms mediating between high performance work systems and the performance of Japanese organizations. Journal of Applied Psychology, 92: 1069-1083.
Tansky, J.W., & Cohen, D.J. (2001). The relationship between organizational support, employee development, and organizational commitment: an empirical study. Human Resource Development Quarterly, 12, 285-300.
Tanure, B. & Duarte, R. G. (2005). Leveraging competitiveness upon national culture traits: The management of people in Brazilian companies. International Journal of Human Resource Management, 16(12), 2201–2217.
Tsai, W.-C., and Tai, W.-T. (2003), ‘Perceived Importance as a Mediator of the Relationship between Training Assignment and Training Motivation,’ Personnel Review, 32, 151–163.
Van Dyne, L. and LePine, J. A. (1998), ‘Helping and voice extra-role behaviors: evidence of construct and predictive validity’, Academy of Management Journal, 41, 1, 108–19.
Van Dyne, L., Graham, J., & Dienesch, R. M. (1994). Organizational citizenship behavior: construct redefinition, measurement, and validation. Academy of Management Journal, 37: 765-802.
Vansteenkiste, M., Lens, W., & Deci, E. L. (2006). Intrinsic vs. extrinsic goal contents in self-determination theory: another look at the quality of academic motivation. Educational Psychologist, 41, 19–31.
Van Vianen, A.E.M. (2000) ‘Person–Organization Fit: The Match between Newcomers’ and Recruiters’ Preferences for Organizational Cultures’, Personnel Psychology, 53(1): 1–32.
Wayne, S.J., Shore, M., and Liden, R.C. (1997), ‘Perceived Organizational Support and Leader–Member Exchange: A Social Exchange Perspective,’ Academy of Management Journal, 40, 82–111.
Wright, P. M., McMahan, G. C., & McWilliams, A. (1994). Human resources and sustained competitive advantage: A resource-based perspective. International Journal of Human Resource Management, 5 (2), 301–326.
Youndt, M. A., Snell, S. A., Dean, J. W., Jr, & Lepak, D. P. (1996). Human Resource Management, Manufacturing Strategy, and Firm Performance. Academy of Management Journal, 39, 836-866.
Downloads
Published
Issue
Section
License
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).
