Linking Perceived Investment in Employee Development and Performance Appraisal Satisfaction with Employee Outcomes and Affective Organizational Commitment through Intrinsic Motivatio

Abstract

Researchers in large have agreed that application of human resource maxim were intermingled with employee and organizational outputs (Lee & Bruvold, 2003; Kuvaas, 2006a, Kuvaas & Dysvik, 2009a). Employee as we know was a very important asset for any organization. The success or failure of the organization largely depends on employee performance. Thus, organizations were investing huge amount of money on employee development (Agrawal, 2013) the concentration of these works have in developing countries like Pakistan (Irfan et al., 2009) on first world countries. The globalization of knowledge and networks have aggravated the need for adroit and satisfied human resource to accomplish the needs and demands of the customers and management. The need of such shape of human resource, it was for sure that such a team be identified, trained and satisfied.

Lee and Bruvold, (2003) made this hypothesis that investment made by companies in development side make the perception of employees regarding their organization willingness to help them. (Ichniowski et al., 1997; Snell & Dean, 1992; Youndt et al., 1996) showed that investment in employee growth and development affect employee’s attitudes and behaviors. Training and development have two positivity’s, assisting individual in getting new knowledge and skills and organization’s been competitively ahead in the same industry (Tsai and Tai, 2003).

Performance appraisal techniques were practice since the start of 20th century. It hadmultifaceted outcomes on employee organizations and individuals. In the start it was applied as a control system to find out the desired outputs. Organization goals make the employees force to accomplish the targets. (Wilson & western, 2000; Vance et al., 1996) argued that performance appraisal was a perimeter to manage employee effectiveness and efficiency