A Survey of the Relationship Between Training and Organizational Commitment
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A survey of the relationship between training and organizational commitment
CHAPTER 1 INTRODUCTION This chapter explores the importance of organizational commitment and training, the problem statement of this study, the objectives of this study, the significance of the research in terms of practical and academic contribution and also the research questions used in this study. 1.1 The importance of organizational commitment It was a great deal of interest for the issue of organizational commitment over the past decade. Organizational commitment is one of the important areas of study to many researchers and organizations because the result from this study will help to determine many work related to the interaction of the employees. It is mainly related to the
employee‘s desire to continue working with the particular organization. Besides that, many researchers also interested in knowing what are the factors that may influence an individual‘s decision whether to leave or stay in his/her particular organization. Numerous studies by international scholars (Williams and Hazer, 1986; Allen and Meyer, 1990; Ngo and Tsang, 1998) have been directed at determining its antecedents. Managers are the one who concern with this commitment issue as they are facing the increasing speed and scale of change in an organization. They constantly seek for the ways to generate greater employees‘ commitment and competitive advantage.
8
A survey of the relationship between training and organizational commitment
Whether they are bemoaning the fact that employees are too committed (Whyte, 1956) or that commitment is a thing of the past (e.g., ―The End of Corporate Loyalty,‖ 1986), commentators typically describe the committed employee as one who stays with the organization through thick and thin, attends work regularly, puts in a full day (and maybe more), protects company assets, shares company goals and so on. Randall (1987) suggested, for example, that a ―blind‖
A survey of the relationship between training and organizational commitment
CHAPTER 1 INTRODUCTION This chapter explores the importance of organizational commitment and training, the problem statement of this study, the objectives of this study, the significance of the research in terms of practical and academic contribution and also the research questions used in this study. 1.1 The importance of organizational commitment It was a great deal of interest for the issue of organizational commitment over the past decade. Organizational commitment is one of the important areas of study to many researchers and organizations because the result from this study will help to determine many work related to the interaction of the employees. It is mainly related to the
employee‘s desire to continue working with the particular organization. Besides that, many researchers also interested in knowing what are the factors that may influence an individual‘s decision whether to leave or stay in his/her particular organization. Numerous studies by international scholars (Williams and Hazer, 1986; Allen and Meyer, 1990; Ngo and Tsang, 1998) have been directed at determining its antecedents. Managers are the one who concern with this commitment issue as they are facing the increasing speed and scale of change in an organization. They constantly seek for the ways to generate greater employees‘ commitment and competitive advantage.
8
A survey of the relationship between training and organizational commitment
Whether they are bemoaning the fact that employees are too committed (Whyte, 1956) or that commitment is a thing of the past (e.g., ―The End of Corporate Loyalty,‖ 1986), commentators typically describe the committed employee as one who stays with the organization through thick and thin, attends work regularly, puts in a full day (and maybe more), protects company assets, shares company goals and so on. Randall (1987) suggested, for example, that a ―blind‖