EFFECT OF TRAINING AND DEVELOPMENT ON EMPLOYEE COMMITMENT
Need help with a related project topic or New topic? Send Us Your Topic
DOWNLOAD THE COMPLETE PROJECT MATERIAL
EFFECT OF TRAINING AND DEVELOPMENT ON EMPLOYEE COMMITMENT
ABSTRACT
The study looked at how training and development affected employee commitment at Zenith Bank Plc in Nigeria. The study used a survey approach and a purposive sampling technique to pick 450 employees from management, senior, and junior levels.
Data from respondents was collected using a well-constructed questionnaire that was determined to be valid and trustworthy. The data collected through the delivery of questionnaires was analysed using Pearson correlation analysis.
Mentoring has a considerable beneficial impact on employee commitment (r=0.772; p<0.05), as does Job Delegation (r=.896; p<0.05).Furthermore, there is a positive and substantial association between job empowerment and employee commitment (r=.896; p<0.05).
Job rotation positively correlates with employee commitment (r=0.772; p<0.05). This means that training and development are critical components and major predictors of employee performance.
The results were found to be compatible with empirical findings from previous studies in the literature.
It is so established that training and development have a major impact on staff performance at Zenith Bank Plc. According to the report, every bank’s management should invest in training and development to ensure that employees are adequately protected.
Every bank should have a training and development department, led by a trained accountant. Bank personnel should be suitably remunerated through attractive compensation packages following training to avoid the temptation of the employees to defraud the banks. Standard personnel and recruitment rules should be established and followed.
Chapter one
1.0 Introduction.
This chapter identifies and describes the fundamental facts on which the entire research project is built. It identifies the study’s background, statement of research problems, research questions, objectives, hypothesis, study significance, study scope, operationalization of research variables, study’s historical perspectives, and definitions of terms used in the body of the research work.
1.1. Background for the Study
Globally, numerous attempts have been made to define employee commitment. Meyer, Stanley, and Parfyonova (2012) provide one of the most thorough definitions of commitment, which takes a multidimensional approach and considers affective, continuation, and normative views.
The affective dimension of commitment refers to an emotional attachment to and involvement with an organisation; continuance commitment denotes the perceived costs of leaving an organisation; and normative commitment refers to a sense of obligation to support and remain a member of an organisation.
Thus, according to definitions like the one above, employee commitment is a relationship between the employee and the organisation in which he or she (the employee) wishes to continue serving the organisation and helping it achieve its goals.
Employee commitment has been increasingly prominent in the literature (Cohen, 2010). Early research on employee commitment saw it as a single dimension based on an attitudinal approach that included identification, engagement, and loyalty (Porter, Steers, Mowday, & Boulian, 1974).
According to Porter et al. (1974), an attitudinal perspective is the psychological connection or affective commitment created by an employee as a result of his identification and involvement with the relevant organisation. Porter et al. (1974) define employee commitment as “an attachment to the organisation, characterised by an intention to remain in it;
an identification with the values and goals of the organisation; and a willingness to exert extra effort on its behalf”. Individuals perceive the amount to which their personal beliefs and aims correspond to those of the organisation as part of organisational commitment; thus, it is regarded as the relationship between the individual employee and the organisation.
According to Yilmaz and Çokluk-Bökeoğlu (2008), personnel who have a strong sense of organisational commitment increase organisational performance by reducing negative behaviour and providing better service.
A committed employee is more adaptable and productive, with higher levels of satisfaction, loyalty, and accountability. They continue to note that organisational commitment not only promotes achievement in a specific function, but also inspires individuals to take numerous volunteer acts required for organisational life and high-standard system success.
Park, Christie, and Sype (2014) argue that committed employees are more likely to engage in organisational citizenship behaviours (OCBs), which are extra-role activities such as creativity or innovation that frequently keep organisations competitive.
According to Bosiok and Sad (2013), creativity is the ability to think in new and unexpected ways that others have not seen before. Other scholars (e.g., Lambert & Hogan, 2009) argue that staff commitment reduces turnover.
Lambert and Hogan describe employee turnover as the circumstance in which employees either freely or involuntarily leave their jobs. Allen, Bryant, and Vardaman (2010) explain that voluntary turnover is initiated by the employee, such as quitting and taking another job
whereas involuntary turnover is initiated by the organisation, such as when a company dismisses an employee for poor performance or when there is organisational restructuring.
Lambert and Hogan (2009) claim that committed personnel are devoted to the organisation, share its values, and identify with the organization’s aims. Thus, they have little motivation to go.
Need help with a related project topic or New topic? Send Us Your Topic