Training and development

One of the factors that determined the intention to leave among managers wastraining and development. The results of the research study showed clearly that employee commitment cannot only be won through monetary rewards and other perks. While high levels of turnover intentions reflect low morale and lack of motivation, it is against human nature to remain static. The performance of the same routine duties without expectations of opportunities for advancement or change in routine increased their intentions to leave the organization. The lack of opportunities for advancement led to a feeling of exploitation. Evidently, money is not the key to motivation among employees who desire to progress with their professions. According to Becker Employee training and development, is an intrinsic compensation that impacts the employees’ mental satisfaction with their job accomplishment. It involves employees engagement in programs designed for them to adjust to the changing workplace. (Becker, 1960).

 For the managers, training and development represented all aspects of career development or systematic development and improvement opportunities and resources offered by the organization. Training and development programs include formal ongoing efforts of organizations and other stakeholders to improve the performance and self-fulfillment of employees using various programs and methods. In the today’s workplace, training and development efforts take a broad range of applications, from long-term professional development to training in highly specific job skills.  They are applicable to all employees in an organization ranging from managers at all levels of line workers. In fact, many organizations have adopted training and development as formal corporate functions. It is also used as an integral element of corporate strategy due to the necessity of skilled employees that determine the efficiency and performance of the organization. Managers require training and development programs amidst the growing concern for employee welfare and long term needs.

Training and development programs play a vital role in motivating managers and other employees and preventing them from failing, due to a lack of abilities. For this reason, organizations should provide managers with as much training to increase their competencies. When organizations offer training and development for managers, they feel that the organization is concerned about their welfare and long term goals. The positive feeling increases their job commitment and satisfaction. Consequently, the practice reduces the intents to leave among managers. Management training and development addresses the unique situation of the managers as a link between the organization's owners and employees. Training can focus on enabling managers to deal with their responsibilities to employees and owners, as well as coworkers. Important considerations include the understanding the management process, development of personal and interpersonal skills and productivity and quality improvement.

Training and development impacted on the managers intentions to leave in various ways. The first was through commitment. An employee who feels that the organization has invested in him is more likely to remain in the organization. According to Howard Becker, the concept of training an employee can be perceived as a “side bet”. The greater the investment in “side bets”, the more likely an employee will remains in an organization. Side bets serve to actually decrease employees’ intent to leave due to the perceived cost of leaving being too high. (Becker, 1960) The second aspect is through Social Identity. When an employee develops; his social identity is impacted positively and will likely remain in the organization. The third aspect is reciprocity.

Barrett and O’Connell argue that employees view some HR practices as a “gift”.  One of such practices is Training through which employees exert more effort and have a greater sense of debt to the organization. The “gift” makes an employee feel like an “insiders” in the organization.  An employee who feels this way is likely to be more committed and devoted to the business. (Barrett & O’Connell, 2001) The idea of “gift” and “insider” closely relates to the concept of reciprocity.  However, the premise of reciprocity is that the employee remains within the organization to help it because it helped the employee. This also holds that Employees should also not hurt the company.  As a result, the “gift” may actually serve to commit the recipients to the organization.

Although a degree might have prepared managers for their first job, they needed different kinds of training and different kinds of development experiences at different stages of their careers. Generally, when employees feel that the training would be beneficial for them, there are chances to practice what was gained for the benefit of the organization. Their degree of willingness to participate in organizational goals and objectives are likely to be greater. From the study,   managers’ expectations from organizational training were job-related, career-related and personal.  Career-related benefits reflected the development of skills for a future job. Job-related benefits reflect managers’ expectations that their efforts regarding training would allow promotions and improvements in their current positions. Thus, Training and development has a positive impact on the intentions to leave of employees.

References

Barrett & O’Connell J. (2001). Does training generally work? The returns to training. Industrial and Labor Relations Review, 54(3): 647-662.

Becker, H. (1960). Notes on the concept of commitment. The American Journal of Sociology, 67(1): 31-40.

Sherry Roberts is the author of this paper. A senior editor at MeldaResearch.Com in nursing essay writing service services. If you need a similar paper you can place your order from best custom term papers.