Non-Financial Factors Which Lead to Higher Productivity

 

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Introduction

Now a days many organizations declare that the human resource is their most important asset, even though employees are difficult to manage as they differ as individuals, their needs, expectations and behaviours. Knowledge base & skills level of the normal employees in the labour market or inside organization is not enough to fulfil the specialized tasks within the organizations. Employees must face many difficulties when perform their job without pre- training. (Garavan, 1997). When compared with untrained employees, trained employees can perform their task in better way (Partlow, 1996; Tihanyi et al., 2000; Boudreau et al., 2001). Even training is cost added function to the organization; in long run it gives highly value addition to employees as well as organization (Flynn et al., 1995; Kaynak, 2003; Heras, 2006).

Training can change newly & existing employee’s behaviour by changing employees’ knowledge & perceptions towards their work and interpersonal interaction between employees and the management. Training usually use to teach for operational or technical employees how to operate or do the job for which they were hired (Ricky,  2013). The ability to manage rapid changes in organizations and technological advancement faced when carrying out business functions will ensure a better training objective that will affect the, quality of service and products, improved productivity & consumer satisfaction. Performance is a key element for achieving the goals of the organizations as well as performance increase the effectiveness and efficiency of the organization (Mwita, 2000). Better performance of an organization can be accomplished through better performance of workers (Armstrong, 2009). Most organizations invest in training because they believe that higher performance can be obtained as a result of that.  (Alliger, et al., 1997: Kozlowski et al., 2000). Efficiency and effectiveness are elements of execution separated from competitiveness and productivity and training is a method for expanding individual’s performance (Cooke, 2000).  

Effective training program prompts to superior return on investment & supreme levels of employee retention (Colarelli & Montei, 1996; Becker, 1993). Employee performance is higher in glad and fulfilled workers and the management think it easy to motivate high performers to attain firm targets (Kinicki and Kreitner, 2007). 

Employee Performance

Employee performance indicates the capability & ability expanding on an employee and subsequently at entire organization, to meet the standard of performance level (Elena P, 2000). The employee performance is the driving element of an association. Employee performance can be looked at in terms of behaviour (Armstrong 2000). As explained by Imran & Tanveer (2015), employee performance is the set of employees behaviour in terms of results & outcome come up with completion of job task by utilizing certain employee competencies & that are estimated through different measurements constitute employee performance. As defined by Afshan et al. (2012) performance is, “The achievement level of assigned tasks measured against predetermined standards of accuracy, completeness, cost and speed. Employee performance can be appeared in change by utilizing production, broad-mindedness in usage of new technology & motivation.”  According to Brown (2008), employee performance can be defined as how the individual completed given job tasks with good attitude. 

Concepts of training and development and employee performance

Training builds up the employee self-efficacy and superior performance on the given employment (Svenja, 2007). Through training workers can manage their clients and can react for client’s complaints in a powerful way (Hollenbeck, Derue & Guzzo, 2004). Employees are committed to achieve firm’s goals by utilizing their knowledge, skills & abilities which obtained through training to perform the job task effectively (Huselid, 1995; Ichniowski et al., 1997). Employees are happy with their job role can be accomplished higher job performance, and ready to keep great job retention, than employees who are despondent with their job role (Landy, 1985). Well trained employees are more capable to achieve performance targets and capture the competitive advantages in the market place (Pfeffer ,1994). As Kempton (1995), clarified that organizations conduct training in an organized & systematic approach, it is caused to grow new experience, attitudes & enhance employee morale to make a superior mental atmosphere, better performance & productivity of employees for achieving organization goals. 

According to Elnaga & Imran (2013), Performance is grouped into the five elements as:  Planning, monitoring, developing, rating and rewarding. In the Planning implies developing goals, strategies, and create schedules to achieve the objectives. At Monitoring stage means, measure employee’s performance and give progressing criticism to employees for reaching their goals persistently. This is an opportunity to check whether employees are meeting predetermined standards and do changes for the issues. The employees can be improved their poor performance at the Developing Stage and summarize the employee performance at Rating Stage. This is extremely valuable for the organizations to think about employee performance among workforce and chance to recognize who are the best performers and poor's.

Performance dimensions can be categorized into Tasks Dimension of Performance & Contextual Dimension of Performance (Aguinis , 2006). Tasks Dimension of Performance incorporates work exercises that need to complete the job task & Contextual Dimension of Performance incorporates behaviours aspects which need for taking responsibly towards the organization.  

As per the Aguinis (2006), the performance indicators are classified: procedural knowledge, declarative knowledge, and motivation. Motivation refers to the level of hard work & commitment for accomplishing the objectives;   Declarative Knowledge is the knowledge on various  guiding principles, job responsibilities , particulars and the procedures and Procedural Knowledge is know how the method of perform  the job & skills required to play out the job.  

As noted by Kenney (1992) employee's performance evaluates through the organizational performance standards. As noted by Ahuja (1992), various measurements can be consider at the time of measuring performance; efficiency, productivity, effectiveness, quality and profitability.

According to Hafeez (2015) measured employee performance in his research dividing into performance Areas including team work, communication skills, interpersonal relation, customer service & absenteeism while measuring development Areas including job satisfaction, employee motivation, technology & process efficiency. In his research study indicated that training contribute to increase employee performance,  

THE FACTORS AFFECTING TO EMPLOYEE PERFORMANCE

TRAINING  

The lot of research provide the empirical evidence that employee performance can improve through training by creating of teamwork among employees and develop employee financial skills as well. (Mary Jane) (As cited in Hafeez 2015). When compared with untrained employees, trained employees can perform their task in better way (Partlow, 1996; Tihanyi et al., 2000; Boudreau et al., 2001). Even training is cost added function to the organization; in long run it gives highly value addition to employees as well as organization (Flynn et al., 1995; Kaynak, 2003; Heras, 2006). Through training, employees able to acquired new technological advancement, competencies and process required knowledge to perform at s job without job errors and mistakes (Robert, 2006).

MANAGEMENT RELATIONSHIP  

The employees are offered opportunity to take part in decision making process of the organization by management of organization, is grate events to create mutual trust and cooperation between management and employees. According to Farooq & Aslam (2011), managers do their best to build up the employee capacity, make sound workplace inside the organization. Top management improves the employee performance and creates positive image of the firms well (Fang, 2010).

WORKING CONDITION OF ORGANIZATION 

Working conditions create indirect impact on output level of production than direct impact of performance. As clarified by Hogber (2005), organizations impose favourable working conditions not negatively affecting to  the work force such; noise free environments, adequate illuminations  and adequate temperatures. Furthermore Organizations should prevent accidents and maintain good safety policy for promoting positive safety culture within organization by ensuring good working condition to better performance improvement (Newstrom 2002).

TEAM WORK

Team works facilitate open communication among the employees and due to that worker can achieve greater performance within specific time period when compare with the individual who work alone (Daft 1997). Team work create a sense of belonging and relationship hence increase of employee feeling of self-esteem and then it caused to increase energy and creativity (Stoner, 1996).

REWARD SYSTEM

Reward system encourage to achieve the main target of HRM is attract & retain great workforce in organization. Subsequently associations ought to keep up remunerate system with the regard of securing internal & external equality of market wage rate.

According to Lazear (2000), increasing of wages have direct impact on employee performance. Therefore organization pay approach have effect on employee performance. Performance can be upgraded by healthy rivalry among salaried employees and it caused to improve capability level of employee (Pendleton et al, 2009). As noted by Armstrong (2006), organization can be improved employee performance by using non-financial rewards like transport fee, incentive schemes. 

By considering above elements which influence to worker performance; can be seen, training is one of the real components which determine employee performance. Hence we can distinguish training program is one of important framework to enhance employee performance. 

THE RELATIONSHIP BETWEEN TRAINING AND EMPLOYEES PERFORMANCE

YouTube Video: https://youtu.be/dJZ2gjY_tBE

The majority of the past examinations gives the proof that there is a positive relationship between training and employee performance. As Noted by Guest (1997), in his research review that Training programs positively influences quality of the workers knowledge, skills and capability & at the end more prominent employee performance on job. (As cited by Elnaga1 & Imran 2013). Bhat (2013), in his research study related to “Impact of Training on Employee Performance: A Study of Retail Banking Sector in India” said that training & employee performance have significant positive and relationship.

According to his findings; if training is increased by 1%, this will result in 74.7% increase in performance. 

Hafeez & Akbar (2015), conducted research to identify “Impact of Training on Employees Performance” - Evidence from Pharmaceutical Companies in Karachi, Pakistan. the sample of the survey is 370 employees & the regression results showed that, the training provide employees to a prominent degree it will contribute in various ‘performance and ‘development areas’’ of employees working in pharmaceutical industry of Pakistan. Further; the overall results have been showed that employees satisfied with training content and deliverability provided to them in pharmaceutical industry.

According to Anitha & Kumar (2016), in their research on “Impact of Training on Employee Performance in Private Insurance Sector, Coimbatore District- India, revealed that training plays a vital role in the employee’s performance. There is reliable development in their performance after the training programs & improvement rate of their performance level is from 20% - 25% after the training.  

Sultana, et al., (2012) reported by elaborating their research findings “Impact of Training on Employee Performance: A Study of Telecommunication Sector in Pakistan” that there is strong   positive effect of training on employee performance. They emphasized in this study; if training is increased by 1%, it will create result in enhance of performance by 58.2%. Further they explained that training has a significant positive effect on Salary of Employees & training has significant positive effect on job involvement.  

Performance dimensions can be categorized into Tasks Dimension of Performance & Contextual Dimension of Performance (Aguinis, 2006). Tasks Dimension incorporates work exercises that need to complete the job task & Contextual Dimension incorporates behaviours aspects which need for taking responsibly towards the organization. 

The performance indicators are classified: procedural knowledge, declarative knowledge, and motivation (Aguinis, 2006). Declarative Knowledge consist with various  guiding principles, job responsibilities , particulars and the procedures and Procedural Knowledge is know how the method of perform  the job & skills required to play out the job.  Motivations refers to capacity for hard working & commitment for accomplishing the organizational objectives. 

As noted by Ahuja (1992), various five of measurements can be consider at the time of measuring performance; efficiency, productivity, effectiveness, quality and profitability. According to Hafeez (2015) measured employee performance in his research dividing into performance areas including five dimensions such; team work, communication skills, interpersonal relation, customer service & absenteeism while measuring development areas, including five dimensions as; job satisfaction, employee motivation, technology & process efficiency. 

Conclusion

If the employees are satisfied with the training policies & procedures of the organization, this is positively effect on the organization performance. The several things that the organization need to be taken into consideration when they offer the training programs to employees. Therefore, organization should make sure that all trainees able to adapt and understand the training provided by itself & its outcomes of ending training period. Other than that, the training period will greatly affect the employee’s satisfactions as well. Therefore, if the organization not give the consideration to employee training, it can be harm to workplace & employees respecting to job satisfaction, safety issues, quality of product, organizational productivity & etc.

References

Anike, O.  & Ekwe, M. C. (2014). Impact of Training and Development on Organizational Effectiveness. European Journal of Business and Management , Volume 6. 

Imran , M. & Tanveer, A. (2015). Impact of Training & Development on Employees’ Performance In Banks Of Pakistan. European Journal of Training and Development Studies , Volume 3, pp. 22-44.S

Sultana , A., Irum , S., Ahmed, K. & Mehmood , N. (2012). Impact of Training on Employee Performance: A Study of Telecommunication Sector In Pakistan. Interdisciplinary Journal Of Contemporary Research In Business , 4(6).

Uzoamaka, E. V. & Innocent , I. . E. (2017). Effect of Employees Training on Organizational Performance. IIARD International Journal of Economics and Business Management , Volume 3.

Anitha, R. & Kumar,  A. (2016). The Impact Of Training On Employee Performance In Private Insurance Sector, Coimbatore District. International Journal of Management Research & Review, 6(8).

Bhat , Z. H. (2013). Impact of Training on Employee Performance: A Study of Retail Banking Sector in India.  Indian Journal of Applied Research , 3(6).

Elnaga, A. & Imran, A. (2015). The Effect of Training on Employee Performance. European Journal of Business and Management, Volume 5.

Hafeez , U. & Akbar , W. (2015). “Impact of Training on Employees Performance”. Business Management and Strategy, 6(1).

Measuring and Evaluating Training Effectiveness: Ensuring Maximum Impact for Training and Development Initiatives

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Introduction:

Training and development initiatives play a critical role in enhancing the knowledge, skills, and performance of employees in organizations. However, it's not enough to simply implement training programs; it's equally essential to measure and evaluate their effectiveness to ensure that they are delivering the desired outcomes. In this article, we will discuss the importance of measuring and evaluating the effectiveness of training and development initiatives, share best practices for evaluating the impact of training programs, including Kirkpatrick's model of evaluation, surveys, assessments, and other methods for collecting feedback and measuring outcomes, and highlight the importance of using evaluation results to continuously improve training and development initiatives.

Importance of Measuring and Evaluating Training Effectiveness

Measuring and evaluating the effectiveness of training and development initiatives is crucial for several reasons:

Accountability: Organizations invest significant resources in training and development programs, and it's important to hold them accountable for their impact. Measuring and evaluating training effectiveness provides evidence of the return on investment (ROI) and helps organizations demonstrate the value and impact of their training initiatives to stakeholders, including leadership, employees, and shareholders (Phillips, 2016).

Continuous improvement: Evaluation results provide insights into the strengths and weaknesses of training programs, allowing organizations to identify areas for improvement. By continuously evaluating training effectiveness, organizations can make data-driven decisions to enhance the quality and relevance of their training initiatives, leading to continuous improvement in employee performance and organizational outcomes (Kraiger, 2017).

Decision-making: Evaluation results provide organizations with data and evidence to make informed decisions about their training and development strategies. Organizations can use evaluation findings to identify which training programs are most effective, where resources should be allocated, and what changes need to be made to align training initiatives with organizational goals and objectives (Phillips, 2016).

Employee engagement: Evaluating training effectiveness shows employees that their learning and development are valued by the organization. When employees see that their feedback is collected and used to improve training programs, it fosters a sense of ownership and engagement, leading to higher levels of motivation and commitment towards their own development (Goldstein, 2002).

Best Practices for Evaluating Training Programs

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Kirkpatrick's model of evaluation: Kirkpatrick's model is a widely recognized and widely used framework for evaluating training effectiveness. It consists of four levels of evaluation (Kirkpatrick, 2019):

Video: https://youtu.be/aw9sqEvfuf8

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Level 1: Reaction: Collect feedback from participants about their satisfaction and perceptions of the training program.

Level 2: Learning: Assess the extent to which participants have acquired the intended knowledge, skills, and competencies from the training program.

Level 3: Behaviour: Measure the transfer of learning to the workplace by assessing changes in behaviour and performance.

Level 4: Results: Evaluate the impact of training on organizational outcomes, such as productivity, quality, and customer satisfaction.

Using Kirkpatrick's model, organizations can collect data at each level to assess the effectiveness of their training programs and make data-driven decisions for improvement.

Surveys and assessments: Surveys and assessments can be valuable tools for collecting feedback and measuring outcomes of training programs. Pre- and post-training surveys can assess participants' knowledge, skills, and perceptions, while assessments and quizzes can measure learning outcomes. Surveys and assessments can be administered through online platforms, in-person interviews, or paper-based methods, depending on the organization's resources and requirements.

Observations and feedback from supervisors or peers: Observations and feedback from supervisors or peers can provide valuable insights into the transfer of learning to the workplace. Observations can be done through job shadowing, on-the-job assessments, or performance reviews where supervisors or peers can provide feedback on employees' performance and behaviour changes after the training. This qualitative data can complement quantitative data from surveys and assessments, providing a holistic view of the training effectiveness.

Post-training application tasks: Another effective method for evaluating training effectiveness is to assign post-training application tasks to participants. These tasks can be real-world assignments or simulations that allow participants to apply the knowledge and skills learned from the training in their job tasks. By evaluating the quality and effectiveness of participants' application tasks, organizations can assess the transfer of learning to the workplace and measure the impact of the training on job performance.

Importance of Using Evaluation Results for Continuous Improvement

 

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Evaluating training effectiveness is not a one-time event, but a continuous process that involves using evaluation results to improve training and development initiatives. Here are some reasons why using evaluation results for continuous improvement is vital:

1. Identifying areas for improvement:

Evaluation results can reveal areas where training programs may be falling short, such as outdated content, ineffective delivery methods, or lack of engagement. By analyzing evaluation findings, organizations can identify these areas for improvement and make necessary adjustments to enhance the effectiveness of their training initiatives.

2. Enhancing training content and delivery:

Evaluation results can provide insights into the relevance and effectiveness of training content and delivery methods. Organizations can use this feedback to update training materials, incorporate new technologies, and adjust the delivery methods to better align with participants' needs and preferences. This continuous improvement process ensures that training programs remain current, engaging, and effective in addressing employees' learning needs.

3. Allocating resources effectively: 

Evaluation results can help organizations determine the allocation of resources for training initiatives. By identifying the most effective training programs through evaluation, organizations can prioritize and allocate resources to those programs that have the highest impact on employee performance and organizational outcomes. This strategic allocation of resources ensures that the organization's training investments are optimized and aligned with its overall goals and objectives.

4. Demonstrating organizational commitment to employee development: 

Using evaluation results to continuously improve training and development initiatives sends a strong message to employees that their learning and development are valued by the organization. This fosters a culture of continuous learning and improvement, leading to increased employee engagement, motivation, and retention.

Conclusion

Measuring and evaluating the effectiveness of training and development initiatives is essential for organizations to ensure that their training investments are delivering the desired outcomes. Using methods such as Kirkpatrick's model of evaluation, surveys, assessments, observations, and feedback from supervisors or peers, organizations can collect data to assess the impact of training programs on employees' knowledge, skills, behaviour, and organizational outcomes. Moreover, using evaluation results for continuous improvement allows organizations to enhance the quality and relevance of their training initiatives, allocate resources effectively, and demonstrate their commitment to employee development. By following best practices for evaluating training programs and using evaluation results for continuous improvement, organizations can ensure that their training and development initiatives have a maximum impact on employee performance and organizational success.

References

Goldstein, I. L. &. F. K., 2002. Training in Organizations: Needs Assessment, Development, and Evaluation. 

Kirkpatrick, D. L. &. K. J. D., 2019. Kirkpatrick's Four Levels of Training Evaluation. 

Kraiger, K., 2017. Creating, Implementing, and Managing Effective Training and Development: State-of-the-Art Lessons for Practice. 

Phillips, J. J., 2016. Measuring the Success of Learning through Technology: A Guide for Measuring Impact and Calculating ROI on E-Learning, Blended Learning, and Mobile Learning. 

Current Trends in HRM Training and Development: Unlocking the Future of Employee Learning with Innovative Approaches

 

 

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Introduction:

In today's rapidly changing business landscape, organizations are constantly seeking new and effective ways to enhance employee skills and knowledge. Human Resource Management (HRM) plays a pivotal role in this process, with training and development programs being critical for employee growth and organizational success. As technology continues to evolve, HRM is also embracing innovative approaches to training and development to meet the changing needs of modern employees. In this blog article, we will explore the latest trends and innovations in HRM training and development, including micro-learning, gamification, virtual and augmented reality, and other emerging technologies, with references and citations to support our findings.

Micro-learning: Bite-sized Learning for Maximum Impact 

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Micro-learning has gained significant popularity in recent years as a way to deliver training content in short, easily digestible chunks. It involves breaking down complex information into smaller, focused modules that employees can consume at their own pace. Micro-learning allows employees to access training materials on demand, making it flexible and convenient for busy schedules. According to research by the Association for Talent Development (ATD), micro-learning can result in a 17% increase in knowledge retention compared to traditional training methods (ATD, 2019). Organizations can leverage micro-learning through various formats, such as videos, infographics, quizzes, and interactive modules, to provide engaging and effective training experiences.

Gamification: Making Learning Fun and Engaging

 

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Gamification is the use of game elements in non-gaming contexts, such as training and development, to enhance engagement and motivation. It involves incorporating elements like points, badges, leader boards, and rewards into training programs to create a sense of competition and challenge. Gamification can make learning fun and enjoyable, increasing employee motivation and participation. Research by the eLearning Industry indicates that gamified training can improve employee engagement by up to 60% (Industry, 2019). Organizations can implement gamification in various training initiatives, such as onboarding, compliance training, and skills development, to boost employee participation and knowledge retention.

Virtual and Augmented Reality: Immersive Learning Experiences

 

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Virtual and augmented reality (VR/AR) technologies are transforming the landscape of employee training by providing immersive and realistic learning experiences. VR involves creating a simulated environment that allows employees to practice skills and scenarios in a safe and controlled environment, while AR overlays digital content onto the real-world environment. These technologies can be particularly effective in training for high-stakes situations, such as safety protocols, customer interactions, or complex procedures. According to a study by PwC, VR/AR training can lead to a 31% improvement in employee performance (PwC, 2019). Organizations can leverage VR/AR in various training programs, such as simulations, role-plays, and interactive scenarios, to enhance employee skills and knowledge retention.

Adaptive Learning: Personalized Training for Individual Needs

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Adaptive learning is an approach that tailors training content and delivery based on individual learner needs and preferences. It uses data and analytics to understand the strengths and weaknesses of employees and dynamically adjusts the training content and pace to meet their unique requirements. Adaptive learning can help employees learn at their own pace, fill gaps in their knowledge, and focus on areas that need improvement. According to a report by Docebo, adaptive learning can result in a 50% increase in content retention and a 45% decrease in training time (Docebo, 2020). Organizations can implement adaptive learning through learning management systems (LMS) and advanced analytics to provide personalized and effective training experiences for their employees.

Social and Collaborative Learning: Learning from Each Other

 

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Social and collaborative learning involve leveraging the power of social interactions and collaboration among employees to facilitate learning. It encourages employees to learn from each other through peer-to-peer discussions, knowledge sharing, and collaborative projects. Social and collaborative learning can foster a culture of continuous learning, where employees learn not only from formal training programs but also from their colleagues and networks. Research by Deloitte indicates that social and collaborative learning can improve employee performance by up to 75% (Deloitte, 2019 ). Organizations can promote social and collaborative learning through online communities, discussion forums, team-based projects, and mentoring programs to facilitate knowledge sharing and peer learning among employees.

Video: https://youtu.be/6zoaxSR2IE4

Disadvantages of Current Trends in Training & Development

While current trends in HRM training and development offer many advantages, such as increased engagement, personalized learning, and improved performance, there are also some potential disadvantages that organizations should be aware of. These may include:

1. Overreliance on technology: As organizations embrace emerging technologies like micro-learning, gamification, virtual and augmented reality, and adaptive learning, there may be a risk of overreliance on technology and neglecting the human element in training and development (Boudreau, 2007). It's important to strike a balance between technology and human interaction to ensure effective learning experiences.

2. Cost and resource implications: Implementing and maintaining new training and development trends may require significant investments in technology, infrastructure, and resources (Group, 2019 ). Organizations need to carefully consider the cost implications and weigh them against the potential benefits to ensure that the investment is justified.

3. Learning preferences and accessibility: Not all employees may prefer or have access to the latest training and development trends. For example, some employees may have limited access to technology or prefer traditional methods of learning (Guo, 2008). Organizations should consider the diverse learning preferences and accessibility needs of their workforce when implementing new trends to ensure inclusivity and effectiveness.

4. Learning effectiveness and measurement: While the latest trends in HRM training and development may offer engaging and interactive learning experiences, it may be challenging to measure their effectiveness and impact on performance (Lei, 2018). Organizations should establish appropriate metrics and evaluation methods to assess the outcomes and ROI of these new approaches.

5. Rapidly changing technology landscape: Technology is constantly evolving, and the latest trends in HRM training and development may become obsolete or replaced by newer approaches in a short period of time (Tung, 2015). Organizations need to stay updated with the rapidly changing technology landscape and be agile in adapting their training and development strategies accordingly.

It's essential for organizations to carefully evaluate the potential disadvantages of current trends in HRM training and development and develop strategies to mitigate them to ensure that the overall training and development efforts are effective, inclusive, and aligned with the needs of their workforce.

Conclusion:

As HRM continues to evolve, training and development are embracing innovative approaches to meet the changing needs of employees. Micro-learning, gamification, virtual and augmented reality, adaptive learning, and social and collaborative learning are some of the latest trends and innovations in HRM training and development that are transforming the landscape of employee learning. These approaches provide organizations with opportunities to deliver engaging, effective, and personalized training experiences that align with the preferences and requirements of modern employees. By leveraging these trends, organizations can unlock the future of employee learning and development, driving improved performance, and organizational success.

References

ATD, A. f. T. D., 2019. Microlearning: Delivering Bite-Sized Knowledge When and Where It's Needed. https://www.td.org/insights/microlearning-delivering-bite-sized-knowledge-when-and-where-its-needed. 

Boudreau, J. W. &. R. P. M., 2007. Beyond HR: The new science of human capital. 

Deloitte, 2019 . Social Learning: Empower Employees Through Knowledge Sharing. https://www2.deloitte.com/us/en/insights/focus/human-capital-trends/2019/social-learning-empower-employees-through-knowledge-sharing.html. 

Docebo, 2020. The 2020 Learning & Development Trends: Workplace Learning Report. https://www.docebo.com/learning-technology-resources/2020-learning-and-development-trends/, s.l.: s.n.

Group, B. H., 2019 . Learning technology trends survey: Spotlight on augmented and virtual reality. https://www.brandonhall.com/wp-content/uploads/2019/06/2019-Augmented-and-Virtual-Reality-Research-Report.pdf. 

Guo, R. D. T. &. P. S., 2008. Digital natives, digital immigrants: An analysis of age and ICT competency in teacher education. pp. 38(3), 235-254..

Industry, e., 2019. 7 Must-Know Gamification Benefits in Corporate Training. https://elearningindustry.com/7-gamification-benefits-in-corporate-training. 

Lei, J. &. Z. Y., 2018. Adaptive learning: A review and analysis of its impact on pedagogy and student learning.. pp. 21(2), 222-238..

PwC, 2019. Virtual Reality & Augmented Reality in Training: Future Workforce. https://www.pwc.com/us/en/industries/technology/library/virtual-reality-augmented-reality-in-training.html. 

Tung, F. &. C. S., 2015. The effects of technology-embedded learning environment on learner’s engagement and achievement in Taiwanese primary classrooms. pp. 18(4), 158-171.

Training and Development for Job Satisfaction and Employee Retention: The Art of Engaging and Retaining Employees

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Introduction

Human resource is one of the most valuable and important resource of an organization. Because of this it plays an important role in the organization. Furthermore, human resource is often a large part of an organization’s cost structure. Therefore, a considerable attention should be paid to the staff of the organization. The success of an organization consists of the retention of employees and the retention of a respectable workforce. The high employee turnover rate is problematic and adversely affects the performance of an organization and may lead to a big crisis in many organizations.

Around the globe, the nature of the job varies, in the both internal and external work environments. In the context of globalization and intensified competition, employees of the organization are pushed to work beyond their habit. Employees are expected to learn the different cultures, languages, rules and regulations of international trade resulting in increased workloads, the pressure to enhance the job skills and long working hours. Such changes job, different culture, working environment and organizational behaviour would become path for the employee turnover. According to Beams (2009),"Employee turnover is a ratio comparison of the number of employees a company must replace in a given time to the average number of total employees. A huge concern for most companies, employee turnover is a costly expense, especially in lower paying job roles, for which the employee turnover rate is highest. Many factors play a Role in the employee turnover rate of any company, and these can stem from both the employer and the employees. Wages, company benefits, employee attendance, and job performance are all factors that play a significant role in employee turnover. Companies take a deep interest in their employee turnover rate because it is a costly part of doing business." And Beams says that, Companies bear with direct and indirect expenses, which include the cost of advertising, replacement expenses, human resource costs, loss of productivity, new hire, training, and customer retention, every time they must replace an employee. These expenses can add up to anywhere from 30 to 200 percent of a single employee's annual wages or Salary, depending on the industry and the job role being filled.

Concept of Job Satisfaction

An essential factor in an organization's success is job satisfaction and it is defined in various contexts by different authors. Employee satisfaction describes how satisfied an individual is with his or her job. According to Researcher perspective happier people are more satisfied with their jobs. According to (Samuel Emeka Mbah, Job Satisfaction and Employees’ Turnover Intentions in total Nigeria plc. in Lagos, 2008) Saifuddin, Hongkraclent and Sermril, (2008) and The Mobley model (Lee, TW 1988), Low absenteeism is associated with higher job satisfaction while high turnover and absenteeism are said to be related to job dissatisfaction. Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of one’s job or job experience as stated by (Locke, 1976). This positive feeling results from the perception of one’s job as fulfilling or allowing. According to (Hagihara, 1998) Hagihara, et. al, 1998), Characteristics can be regarded as non- work factors of job satisfaction relationship between job satisfaction and turnover. Spector (1997), has defined the nine factors of measuring the job satisfaction. The nine factors are as follow, 

 Paying

 Promotion  

 Supervision  

 Fringe Benefits 

 Performance based rewards 

 Operation procedures 

 Co-workers 

 Nature of work 

 Communication

image: https://www.mbaskool.com/business-concepts/human-resources-hr-terms/4394-job-satisfaction.html

Theories and Models

Several theories are concerning about the turnover intention and profession satisfaction builds by the several philosophers and researchers.  Such as Job Embeddedness Theory divided into two, 

•  Factor Motivation Theory

•  The Equity Theory

Job Embeddedness Theory 

(Terence R. Mitchell, 2001) Mentioned that job embeddedness is a technique of understanding about why the people stay in the organization. There is a diverse level in job embeddedness like employee has several connections in work place. As a result, worker feels as integrated on their qualification and do not want to sacrifice occupation for a new job. 

According the theory there is a bond between staffs, company and public integration are depending on limits such as individual standards, knowledge and talent and occupation aspirations. That also depends on job requirements, organization values and general factors like weather. 

1. Two Factor Motivation Theory

(Herzburg, 1966) Mentioned that there are two reasons to that contribute to the job satisfaction. It identified as motivators. That impact to job dissatisfaction as well. Skill accomplishments. Improved accountability, recognition, exciting work, education and development are the motivation factors. Hygiene factors contains ineffectual or bad supervisors, company policies, unfair wages and unkind working condition. Because of these hygiene factors labours respond to their turnover intention. According to this theory, there are two sets of factors that affect motivation and job satisfaction in the workplace:

• Hygiene factors: These are external factors that do not necessarily lead to higher levels of motivation, but their absence can cause dissatisfaction and demotivation. Examples of hygiene factors include salary, working conditions, job security, company policies, and interpersonal relationships with colleagues.

• Motivational factors: These are internal factors that lead to higher levels of motivation and job satisfaction. Examples of motivational factors include recognition, challenging work, responsibility, and opportunities for growth and advancement.

Image : https://www.indeed.com/career-advice/career-development/herzberg-theory

The two-factor theory suggests that if hygiene factors are not met, employees will become dissatisfied and demotivated, but meeting them will not necessarily lead to increased motivation. On the other hand, meeting motivational factors can lead to higher levels of motivation and job satisfaction.

Overall, the two-factor theory highlights the importance of not only addressing external factors in the workplace, but also providing opportunities for personal growth, achievement, and recognition to increase motivation and job satisfaction.

2. The Equity Theory

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Jhon Stacey Adems said that indirect and variables factors affect to the workers’ assessment and awareness between of their work and the owner. Workforces can be become demoralized both in relation with their job and proprietors. If they sense as their inputs are better than the productivities. 

Workers answer it in several ways like de motivation, become dissatisfied, reduce effort and etc. Lastly, can be seen workforces are interested if they have emotional state about equity and fairness on their occupation. Can use outcome ratios to compare inputs. According to equity theory, employees make comparisons between themselves and others in terms of the ratio of their inputs (e.g., effort, skill, experience) to their outcomes (e.g., pay, recognition, promotions). If employees perceive that their input-output ratio is equal to that of their peers, they will feel a sense of fairness and satisfaction. However, if they perceive that their input-output ratio is less favourable than that of their peers, they will feel a sense of unfairness and may become demotivated.

In other words, employees want to feel that the rewards they receive are proportional to the effort they put in, and that they are not being unfairly disadvantaged compared to their colleagues.

Equity theory has several implications for managers and organizations. Firstly, it suggests that it is important for managers to ensure that rewards are distributed fairly and that there is transparency in the reward system. Secondly, it suggests that managers should avoid situations where some employees are over-rewarded while others are under-rewarded, as this can lead to feelings of unfairness and demotivation. Finally, it highlights the importance of effective communication and feedback, as employees may be more accepting of inequities if they understand the reasons behind them.

Concept of Employee Turnover

According to (Noor, 2008) Noor & Maad (2008), turnover Intentions positively related to actual leaving. Villanueva (Villanueva, 2009) say that an individual’s Turnover Intention their organization has been included in multiple attitudinal models. Research into the antecedents of labour turnover has, conventionally, focused on the effect that job attitudes such as job satisfaction and organizational commitment have on an employee’s Turnover Intention (Jago, 2009) Deery & Jago. Job satisfaction and organizational commitment barely mediated the relationship between occupational stress and Turnover Intention (Villanueva, 2009). According to Deery & Jago (2009), this is a highly relevant finding of the study, given that job satisfaction and commitment are the mediators and turnover intention is the outcome variable to be checked (Jago, 2009). Much of this research, however, is located within organizations where the aim is to develop strategies to alleviate high levels of turnover at the company level. Employee turnover is the ratio of the number of workers that had to be replaced in a given time period to the average number of workers (Agnes, 1999. According to (Glebbeek, 2004) Glebbeek & Bax (2004), Employee turnover is the series of actions that it takes from the employee leaving to their being replaced. It is often used as a pointer of company performance and can easily be predicated negatively towards the organization’s efficiency and effectiveness. However, turnover can be attributed to three major causes: improper selection of personnel, the lack of an adequate orientation and training program, and organizational personnel management problems. White, (1995) and (Laser, 1980). Indicators of employee turnover intention as follow, 

        Job Stress 

        Leadership Style 

        Work Family Balance 

        Organizational Commitment

Connecting Training and Development 

Training and development programs play a crucial role in improving job satisfaction and retaining employees. These programs help employees enhance their skills, knowledge, and capabilities, making them more competent and confident in their roles. When employees feel that they are continuously learning and growing in their jobs, it leads to increased job satisfaction and motivation (Noe, 2013). Training and development programs also show employees that the organization values their professional growth and is willing to invest in their development, leading to increased loyalty and commitment to the organization (Salas, 2012).

Furthermore, training and development programs can address hygiene factors that can lead to job dissatisfaction. For example, providing training on effective leadership and management can improve the quality of supervision, which is a crucial factor in job satisfaction (Spector, 1997). Training on communication skills can enhance employee's ability to interact with co-workers and foster positive relationships in the workplace. Additionally, training on operational procedures and policies can help employees understand their roles and responsibilities better, reducing confusion and frustration at work.

Strategies for Training and Development for Job Satisfaction and Employee Retention:

Organizations can implement various strategies to effectively use training and development programs to improve job satisfaction and retain employees:

1. Identify Training Needs: Conduct regular assessments to identify the training needs of employees. This can be done through performance evaluations, feedback from managers and employees, and surveys. Understanding the specific areas where employees require training can help design targeted training programs that address their developmental needs and improve their job performance.

2. Provide Relevant and Engaging Training Programs: Ensure that the training programs are relevant to the employees' job roles and responsibilities. The training should be engaging, interactive, and provide practical skills that employees can apply in their day-to-day work. Use a variety of training methods, such as classroom training, on-the-job training, e-learning, and simulations, to cater to different learning styles and preferences of employees.

3. Offer Continuous Learning Opportunities: Encourage a culture of continuous learning by providing ongoing training and development opportunities. This can include workshops, seminars, conferences, and online courses. Encourage employees to take ownership of their learning and provide resources and support to help them pursue their professional development goals.

4. Support Career Development: Link training and development programs with career development opportunities within the organization. Offer career development plans, mentoring programs, and job rotation opportunities to help employees progress in their careers. When employees see a clear career growth path within the organization, it increases their job satisfaction and motivates them to stay and contribute to the organization's success.

5. Recognize and Reward Learning and Development: Acknowledge and reward employees who actively participate in training and development programs and apply the acquired skills in their work. This can be done through promotions, salary increases, bonuses, or recognition programs. Recognizing and rewarding employees' efforts in their professional development shows that the organization values their growth and motivates them to continue learning and contributing to the organization.

Conclusion

Employee turnover is a complex issue that is influenced by a variety of factors, including job satisfaction. By understanding the link between these two factors and implementing strategies to improve job satisfaction, organizations can reduce turnover rates and create a more productive and engaged workforce. In today's competitive business environment, organizations need to invest in training and development programs too to improve job satisfaction and retain employees. Training and development programs not only enhance employees' skills and capabilities but also contribute to their job satisfaction, motivation, and commitment to the organization. By implementing effective strategies, organizations can create a culture of continuous learning, career development, and recognition, leading to higher job satisfaction and increased employee retention rates.

References

Herzburg, 1966. Herzberg’s Motivation-Hygiene Theory and Job Satisfaction in the Malaysian Retail Sector: Mediating Effect of Love of Money. Asian Academy of Management Journal.

Jago, D. &., 2009. A Framework for Work-Life Balance Practices: Addressing the Needs of the Tourism Industry. Tourism and Hospitality Research, pp. 97-108.

Noe, R. A., 2013. Employee training and development (6th ed.), s.l.: McGraw-Hill.

Noor, K. M., 2008. Work-Life Balance and Intention to Leave among Academics in Malaysian.. International Journal of Business and Social Science, p. 248.

Salas, E. T. S. I. K. K. &. S.-J. K. A., 2012. The science of training and development in organizations: What matters in practice. Psychological Science in the Public Interest. s.l.:s.n.

Spector, P., 1997. Job satisfaction: Application, assessment, causes, and consequences, s.l.: Thousand Oaks, CA: SAGE Publications..

Terence R. Mitchell, B. C., 2001. Why People Stay: Using Job Embeddedness to Predict Voluntary Turnover. The Academy of Management Journal , pp. 1102-1121.

Villanueva, D. &., 2009. Occupational stress and intention to leave among employees in small and medium enterprises. International Journal of Stress Management , pp. 124-137.

Unlocking Employee Potential: Effective Training and Development Methods

 

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Employees are the foundation of a healthy, strong, and sustainable organization (Henderson, 2017). Their strength, commitment, dedication, and emotional connection with the organization cannot always be measured in monetary values. Therefore, it is crucial for employers to provide training and development programs to their employees, which enable them to acquire new skills and update existing ones, ultimately enhancing productivity.

Importance of choosing a training method

Training and development programs are essential for both onboarding new employees and retaining existing staff members. New employees are eager to learn about the company, while existing employees are interested in extending and developing their skills. To ensure effective learning, the training method used is as important as the content and activities provided.

With advancements in modern technology, there are now more options for training and development methods than ever before. Whether an organization chooses to explore newer methods or align with traditional ones, it is critical to understand that everyone learns differently (Jayakumar1, 2016). According to the VAK Learning Styles (Barbe, 1979), there are three major learning styles:

• Visual Learning Style: This style prefers information that is seen or observed, such as pictures, diagrams, demonstrations, displays, handouts, films, and flip charts. Individuals with this preference learn best by reading instructions or watching someone else perform a task. They are also inclined to work from lists and written directions.

• Auditory Learning Style: This style prefers the transfer of information through listening, including spoken words of self or others, as well as sounds and noises. Individuals with this preference learn best by listening to instructions from an expert. They may also prefer spoken instructions over the telephone and have a good ability to remember words to songs they hear.

• Kinaesthetic Learning Style: This style prefers physical experiences, such as touching, feeling, holding, and engaging in practical, hands-on activities. Individuals with this preference learn best by trying out tasks and learning as they go.

It's important to note that individuals may not possess exclusively one single style or preference, as learners often use all three methods to receive information. However, one or more of these receiving styles is typically dominant in each individual."

Different type of training Methods

In today's competitive business landscape, organizations recognize the importance of investing in the professional growth and development of their employees as a key driver of success (Goldsmith, 2019). Effective training and development methods are crucial in equipping employees with the necessary skills, knowledge, and abilities to excel in their roles and contribute to the overall success of the organization (Noe, 2017).

• One impactful training and development method is Instructor-Led Training (ILT), also known as classroom training, where a qualified instructor delivers training sessions in a classroom setting (Noe, 2017). ILT provides employees with the opportunity to interact with the instructor and fellow learners, ask questions, and receive immediate feedback, creating an engaging and interactive learning experience.

• E-Learning has gained immense popularity due to its flexibility and accessibility (Goldsmith, 2019).  It involves using digital technologies to deliver training content, such as online courses, webinars, and interactive multimedia modules. E-learning allows employees to learn at their own pace, on their own schedule, and from anywhere with an internet connection, providing a dynamic and personalized learning experience.

• On-the-Job Training (OJT) is a method that involves employees acquiring new skills and knowledge while performing their regular job tasks (Noe, 2017). It typically involves shadowing experienced colleagues or mentors, who provide guidance, feedback, and support. OJT allows employees to learn in a real-world context, applying what they learn immediately, and gaining practical experience that is directly relevant to their job responsibilities.

• Simulations and Role-Playing are effective methods for developing skills in a safe and controlled environment (Goldsmith, 2019). Simulations involve creating realistic scenarios that allow employees to practice skills or solve problems, while role-playing involves employees acting out different roles or scenarios to practice skills such as communication, negotiation, or conflict resolution. Both methods provide hands-on practice, allowing employees to refine their skills, build confidence, and learn from their mistakes.

• Mentoring and Coaching are powerful methods for employee development that involve pairing employees with experienced mentors or coaches who provide guidance, feedback, and support (Noe, 2017). Mentors and coaches offer valuable insights, share their knowledge and experience, and provide ongoing support to help employees develop their skills and capabilities. Mentoring and coaching relationships can be formal or informal and can be structured to address specific development goals or areas of improvement.

• Job Rotation and Job Enrichment are methods that involve employees taking on different roles or responsibilities within the organization (Goldsmith, 2019). Job rotation allows employees to gain exposure to different functions or departments, broaden their perspective, and develop a holistic understanding of the organization. Job enrichment involves adding more challenging tasks or responsibilities to an employee's current job, providing them with opportunities to learn and grow within their role. Both methods can enhance employees' skills, knowledge, and job satisfaction, while also increasing their value and versatility within the organization.

• Self-Directed Learning is a method that empowers employees to take ownership of their own learning journey (Noe, 2017). It involves employees setting their own learning goals, choosing resources, and managing their learning process. Self-directed learning encourages employees to be proactive, curious, and continuous learners, allowing them to acquire new skills and knowledge based on their individual needs and interests. It can involve a variety of learning approaches, such as reading books or articles, watching videos, attending webinars or workshops, or participating in online communities.

 

Image: https://www.learnworlds.com/training-methods/

Choosing an Appropriate Training Method

Image: https://elearningindustry.com/how-choose-training-methods-for-employees

Choosing the right employee training method requires careful consideration of various factors, including the learning objectives, the employees' learning styles, the organization's resources, and the specific context of the training. Here are some steps to guide you in choosing the right employee training method:

1. Identify Learning Objectives: Start by clearly defining the learning objectives or outcomes you want to achieve with the training. What skills, knowledge, or abilities do you want employees to acquire or improve upon? Understanding the desired learning outcomes will help you select a training method that aligns with those objectives.

2. Consider Learning Styles: Consider the learning styles of your employees. Some employees may prefer hands-on activities, while others may prefer more self-paced learning or group discussions. Understanding the learning styles of your employees can help you choose a training method that caters to their preferences and enhances their learning experience.

3. Assess Resources: Evaluate the resources available to your organization, including budget, time, and technology. Some training methods may require significant financial investment, such as instructor-led training or e-learning platforms, while others may be more cost-effective, such as on-the-job training or job rotation. Consider the availability of time and resources to implement and sustain the chosen training method.

4. Consider the Context: Consider the specific context of the training, including the nature of the job roles, the level of expertise of the employees, and the organizational culture. For example, simulations and role-playing may be more suitable for developing soft skills, such as communication or leadership, while on-the-job training may be more effective for technical skills. Consider the organizational culture and whether the chosen training method aligns with the values and practices of the organization.

5. Evaluate Effectiveness: Review the effectiveness of the training method based on evidence and research. Look for studies or data that support the effectiveness of the chosen training method in achieving the desired learning outcomes. Consider feedback and testimonials from other organizations or professionals who have used the training method.

6. Flexibility and Adaptability: Choose a training method that can be adapted to the changing needs of your organization and employees. The business landscape and employee development needs may evolve over time, so it's important to choose a training method that is flexible and can be modified as needed.

7. Employee Feedback: Consider gathering feedback from employees to understand their preferences and needs when it comes to training. Employees may have valuable insights on what methods they find most effective or engaging. Involving employees in the decision-making process can increase their buy-in and motivation for training.

Conclusion

In conclusion, training and development methods are essential for organizations to enhance employee performance and drive organizational success. By investing in these methods, organizations can create a culture of continuous learning and development, where employees are empowered to acquire new skills, grow professionally, and contribute to the success of the organization. Also, by considering learning objectives, learning styles, resources, context, effectiveness, flexibility, and employee feedback, you can choose the right employee training method that best fits your organization's needs and enhances the development of your employees. As the saying goes, "The only thing worse than training employees and losing them is not training them and keeping them." So, invest in your employees' growth, and watch them thrive!

References

Barbe, W. B., 1979. Learning style inventory. , s.l.: Western Psychological Services.

Goldsmith, M. L. L. &. M. S., 2019. Coaching in Organizations: Enhancing Performance for Individuals and Teams, s.l.: Routledge.

Henderson, R., 2017. Effective Human Resource Development: Learning, Training, and Development for Improved Performance, s.l.: Kogan Page Publishers.

Jayakumar1, N., 2016. Learning styles and the factors affecting learning: a study in Malaysia. , s.l.: Journal of Education and Learning, 5(2), 286-292..

Noe, R. A., 2017. Employee Training and Development, s.l.: McGraw-Hill Education.

Association for Talent Development (ATD). (2019). 2019 State of the Industry Report. Retrieved from https://www.td.org/research/2019-state-of-the-industry-report

Allen, M. W. (2016). Michael Allen's Guide to E-Learning: Building Interactive, Fun, and Effective Learning Programs for Any Company. Wiley.

DeRosa, D. M. (2019). The Effectiveness of On-the-Job Training in Organizations: A Meta-Analysis. Human Resource Development Review, 18(4), 470-499.

Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). The Science of Training and Development in Organizations: What Matters in Practice. Psychological Science in the Public Interest, 13(2), 74-101.

Higgins, M., & Thomas, G. (2001). Using a Role Play Assignment to Teach Group Counseling Skills. Counselor Education and Supervision, 41(3), 189-197.

Gaskin, J. (2015). Mentoring and Coaching in Schools: Professional Learning Through Collaborative Inquiry. Springer.

Hackman, J. R., & Oldham, G. R. (1976). Motivation Through the Design of Work: Test of a Theory. Organizational Behavior and Human Performance, 16(2), 250-279.

Knowles, M. S. (1975). Self-Directed Learning: A Guide for Learners and Teachers. Association Press.

Organisational Commitment and Employee Stress in the Competitive Workplace

Image : https://www.myhrtoolkit.com/blog/signs-of-work-related-stress

Job stress refers to the physical, emotional, and mental strain that employees experience in response to job demands or job-related factors such as workload, role ambiguity, job insecurity, interpersonal conflict and time pressure. High levels of job stress can lead to burnout absenteeism and turnover as well as negative health outcomes such as depression, anxiety and cardiovascular disease.

Organizational commitment on the other hand, refers to the extent to which employees feel a sense of loyalty and attachment to their organization and are willing to invest their time and effort to achieve its goals. There are three types of organizational commitment: affective, continuance and normative. Affective commitment is based on employees' emotional attachment to the organization, whereas continuance commitment is based on the perceived costs of leaving the organization. Normative commitment is based on employees' beliefs about the moral obligation to stay with the organization.

Organizational Commitment 

Organizational commitment is an individual’s psychological and emotional attachment to the organization (TA Beehr, JE Newman, 1978). This concept predicts work variables like turnover, job performance. As well as some of the factors are role stress, job insecurity, empowerment and employability have been shown to be connected to a worker’s sense of loyalty to the organization. Commitment in the workplace or understanding how people become committed to an organization is multifaceted consisting of the elements, antecedents and consequences and forms such as organizational (affective), job, career, team and supervisory commitment (Meyer, J. and Allen, N, 1997). Organizational commitment is an important issue because having capable and committed human resources will not only reduce absenteeism, late attendance and displacements but also promote organizational performance, mental freshness of employees, manifestation of ultimate goals of organization and achievement to personal goals (Farhad Alipour,Kamaee Monfared, May 2015). Allen and Meyer (NORAAZIAN and KHALIP, 2016) developed the three-component model of organizational commitment. 

                           Figure 1 :Organisational Commitment: Three Dimension Model  

Image : https://www.aihr.com/blog/organizational-commitment/

1. Affective Commitment:

Affective structure commitment is helpful to the worker similarly. Staff that have high levels of emotional commitment, expertise lower stress levels even supposing they work longer and more durable than those not committed. 

2. Continuous commitment: 

According to Romzek (Romzek, 1990), employees tend to evaluate their investments by looking at what they have contributed towards the organization and what they would gain by remaining in the organization and what they would lose if they leave the firm. According to Seer's (1989) which means of member-team exchange as imitating one's role within the framework of the team, suggests that team identification would possibly influence the link between awareness of member-team exchange quality and team continuance commitment.

3. Normative commitment:

Normative commitment demonstrates an obligation by an employee to continue employment with the organization. According to Allen and Meyer (1990), individuals with a high level of normative commitment feel that they should continue providing their services to the firm. Normative commitment differs from continuance commitment because it is not dependent on the investments that the employees have put into the organization in the form of time and effort. (NORAAZIAN and KHALIP, 2016)

Workplace Stress

Currently job stress has becoming a major problem in the changing working environment. Generally overall society has faced to stress causes and consequences of stress are multi-faceted and meaningful features of life with most of their adult lives working. According to (Jungwee, December 2007), there is no single cause of job stress. Some people can become so used to the symptoms of excessive stress that it goes unnoticed to their detriment. As well as most job stress related to management of work, relationship at work.

Stress is not always negative or harmful and indeed the absence of stress is death (Arbabisarjou,Ajdari,Zaman, May 2013). Stress associated with individual, group organization and extra organizational factors. On the individual factors stress may be created with personal characteristics and life career stages. Job stress can have a huge impact on organizational commitment, organizational performance and organizational success. When we are working at a work place, there are many causes that create job/work related stress. Such as heavy work load at their working place, working times, lack of opportunity to involve for decision making process, work life conflict, more domestic problems at work, lack of suitable organizational rules and procedure. (Bhati et al, 2016). In addition, on the group factors may be cause lack of group cohesiveness, lack of social support, inter personal and inter group conflict. In the Apparel industry, employee’s mental and physical health is very important. And those factors are affected by working environment. If we have negative mental and physical health we are suffering from job stress. Therefore, operational level employees can’t perform very well and they have no positive attitudes to stay in the organization. As well as this situation cause to reduce worker’s commitment on the organization. Then employees leave from the organization. 

Image : https://neuronup.us/psychology/work-stress-definition-types-causes-and-consequences-for-health/

Potential causes for work connected stress

• Autonomy -: what reach a lot of what proportion what quantity autonomy associate degree worker has in his job on however he performs his duties so much management he has within the job can have an excellent impact on the duty stress.

• Relationships: interrelationships among the organization like with the peers, with the management, with the subordinates will have a control of a worker’s stress level, if associate degree worker doesn't trust anyone within the geographical point or he has no support from the opposite employees he can be possible to own high level of job stress. Lack of fine relationships at the geographical point can end in varied conflicts, harassments of the employees and bullying of the employees which is able to influence the duty stress.

• Role -: if associate degree worker has hassle understanding his job role within the company clearly, he can be possible to be having a high level of job stress. There will be conflicts as worker has difficulties on understanding the roles and therefore the responsibility of the similarly because the management over the staff.

• Demands-: the number of employments, shift work, long hours at work can cause the amount of job stress of associate degree worker and it'll end in the worker obtaining annoyed regarding the duty.

Impact of job stress on organization

Desseler (2000) alluded that there have been 2 main sources of job stress; environmental and private. Consistent with this author a multiplicity of external environmental factors may lead to job stress. These encompassed work schedules, place of labour, job security, route to and from work and therefore the variety and nature of purchasers. Even noise, together with folks talking and telephones ringing, contributed to worry. (Dessler, 2000). According to Desseler (2000) organizations job stress significances enclosed reductions within the amount and quality of job performance, accumulated absence and turnover, accumulated grievances and health care prices. Bowing and Harvey (Bowing, R.B. and Harvey D, 2001) shortened factors resulting in stress within the work place as follows:

• Little management of the work ssettin

• Lack of involvement in decision-making

• Uncontrolled changes in policy

• Sudden reorganizations and sudden changes in work schedules

• Conflict with subordinates, superiors, peers and different departments

• Lack of feedback

• Not enough time to try to expected duties

• Ambiguity in duties 

Conclusion

In conclusion, job stress can have a significant impact on organizational commitment. By recognizing the impact of job stress and taking proactive steps to manage it, employers can help employees feel more engaged, productive, and committed to their organization, leading to greater success and satisfaction for everyone involved. High levels of job stress can decrease affective commitment by reducing employees' sense of attachment and emotional investment in the organization. Continuance commitment may also be affected, as employees may feel trapped in their jobs due to the perceived costs of leaving. Normative commitment may also be weakened as employees may question the moral obligation to stay with an organization that is causing them high levels of stress. Overall, job stress can lead to lower levels of organizational commitment and have negative consequences for both employees and organizations.

References

Arbabisarjou,Ajdari,Zaman, May 2013. The relationship between Job stress and performance among the hospitals nurses. 

Bowing, R.B. and Harvey D, 2001. Human Resource Management an Experiential Approach. In: 2. Edition, ed. s.l.:Prentice Hall, Upper Saddle River..

Bowing, R.B. and Harvey D, 2001. Human Resource Management an Experiential Approach. 

Dessler, G., 2000. Human Resource Management. In: i. 8, ed. s.l.:Prentice Hall.

Farhad Alipour,Kamaee Monfared, May 2015. Examining the Relationship between Job Stress and Organizational Commitment among Nurses of Hospitals A R T I C L E I N F O. 

Jungwee, P., December 2007. Work stress and job performance. Perspectives on Labour and Income.

Meyer, J. and Allen, N, 1997. Commitment in the Workplace. 

NORAAZIAN and KHALIP, 2016. A three-Component Conceptualization of Organizational Commitment. International Journal of Academic Research in Business and Social Sciences.

Romzek, B., 1990. Employee investment and commitment. The ties that bind. Public Administration Review.

TA Beehr, JE Newman, 1978. JOB STRESS, EMPLOYEE HEALTH, AND ORGANIZATIONAL EFFECTIVENESS.