The Impact of Perceived Benefits of Training on Organisation Commitment of Employees

Abstract

Mergers, downsizing and re-engineering has been considered as common practice since the early period of 1990’s that has caused employment insecurity for employees in many organisations (Benson, 2006). These circumstances have created challenges for many firms because it demoralizes the traditional relationship of employment through which workers become committed in result of trustworthy promises of firms regarding long term employment (ibid). According to Benson (2006), as there is no longer possibility for firms to make promises regarding job security so, firms are now required to keep their workers committed through different ways.

Organisations which are unable to offer job security, can make their employees committed with their organisation by increasing the investment in training and development program to ensure that skills of employee’s are up to the required level and are easily marketable (Benson, 2006). Galunic and Anderson (2000) assumed that organisations can make their employees committed by reducing the uncertainty of searching another employment. On the other hand Karia and Assari (2006) argued that when organisations provide appropriate training to their employees, it leads towards job satisfaction and organisational commitment. Opportunity to take training and development of skills are considered by employees as benefits and it affects their organisational commitment (Bartlett, 2001; Gaetrner and Nollen, 1989; Meyer and smith, 2000; Noe et al., 1997; Nordhaug, 1989; Tansky and Cohen, 2001).