The Development and Retention of Employees through Training and Management Programming

Background of the problem/gap
Apart from profitability, there are a wide range of other factors that determine how successful an enterprise is likely to be in the long-term. These include, but they are not limited to, the motivation levels of employees, employee commitment to organizational goals, and employee training and skills. It should also be noted that how an organization identifies and resolves the various workplace concerns and conflicts that emerge from time to time is key to its long-term success. Towards this end, the relevance of the evaluation and assessment of human behavior in the organizational setting, i.e. industrial and organizational psychology, cannot be overstated. This is more so the case given that an assessment of this nature is critical in developing an understanding of the relevant dynamics at the organizational, group, and individual levels so as to not only properly diagnose problems and implement solutions, but also put in place measures that further enhance the performance of the organization in the short-term as well as the long-term. Studies conducted in the past, in relation to work behaviors as well as job attitudes, indicate that workers who harbor dissatisfaction are likely to actively seek other job opportunities from outside the organization (Brooks, 2018).
Theoretical Foundations (models and theories to be foundation for study)
The impact of attrition on the long-term success of an organization is undeniable. Employee replacement costs are inclusive of costs associated with the reassignment of employees engaged elsewhere to important duties and roles left behind by exiting employees (in terms of overtime, etc.), exit interview costs, and employee move processing costs (Johnson and Beehr, 2013). There are also costs associated with replacement (i.e. orientation expenses) and training costs (i.e. formal training for specific roles) (Johnson and Beehr, 2013). According to Brooks (2018) employees that are well motivated are unlikely to actively seek greener pastures.
There are various motivation theories that have been proposed in the past in seeking to assess and evaluate employee commitment towards organizational goals – with the said commitment being rooted on how well the individual needs of employees are satisfied. These include, but they are not limited to, the expectancy theory, job-characteristics model, and the equity theory. The present study will largely be founded on Richard Hackman’s and Greg Oldham’s job-characteristics model. This model, according to Daft and Marcic (2010) “comprises core job dimensions, critical psychological states, and employee growth-need strength” (421).
Review of literature topics with key theme for each one
Summary
There are a wide range of factors that band together to ensure that employees do not leave the organization in search of better opportunities. According to Brooks (2018), the attitudes employees have towards not only a job, but also the entire organization as a whole in relation to the management, team members, as well as work environment has a significant impact on morale. Towards this end, it would be prudent to assess the various factors that impact not only employee work experience, but also their output in terms of productivity. These have been aligned with Hackman and Oldham’s dimensions.
Employee Development
According to Daft and Marcic (2010), the relevance of the personal as well as professional development of employee cannot be overstated when it comes to the promotion of workplace satisfaction. With that said, organizational wellbeing could be promoted in the long-term through the development and implementation of various talent management initiatives. Pinder (2014) adds that studies have in the past indicated that employee learning and development is a critical ingredient for innovation and enhanced performance. In the words of Brooks (2018) “employees who are satisfied in the performance of their roles are more likely to stay than those who are not” (112).
Job Design
According to Zareen, Razzaq, and Mujtaba, (2013), there is sufficient evidence to suggest that job design plays a prominent role in the optimization of employee performance, satisfaction, and retention. In the author’s own words, “psyche of employees, attitude or behavior should be well analyzed and considered while designing tasks and assignment to satisfy, motivate and involve them in their work and retain them with the organization in the long run” (Zareen, Razzaq, and Mujtaba, 2013, p. 87).
Compensation and Benefits
In addition to monetary rewards, organizations can make use of a myriad of other tools to motivate, enhance employee satisfaction, and thus boost retention (Pinder, 2014). The said tools include, but they are not limited to, offering career development and advancement opportunities. As Pinder, (2014) points out, “compensation might not be the most important factor in determining whether an employee will stay with you, but it can tip the balance” (107).
Problem Statement
It is not known how HR professionals develop, and retain employees through training and management programming based in I-O psychology.
Research Questions
1. How do HR professionals develop employees through training and management programming based in I-O psychology?
2. How do HR professionals retain employees through training and management programming based in I-O psychology?
3. To what extent is training effective in employee development and retention efforts in a contemporary organizational setting?
4. To what extent is management programming effective in employee development and retention efforts in a contemporary organizational setting?
Population
Target Population
Sample
The sample in the present study consisted of a total of 98 human resource professionals from a total of 26 companies spread across 3 sectors, i.e. financial services, health, and information technology. In this case, the said entities were large (9%), medium (81%), and small (10%). The average age of participants was 37.31 years – with 43% of the participants being female and 57% being male.
Describe Phenomena (qualitative) or Define Variables/Hypotheses (quantitative)
The research approach adopted was qualitative, with open ended questions being asked with an aim of obtaining a set of responses which were not predetermined.
Methodology & Design
The objectives as well as aims of the questionnaire were clearly stated and a statement to the effect that the information provided would be used for the purpose of the present research posted. The questionnaire comprised of 2 parts. Five questions relating to the demographic information of respondents were asked in the first part. The second part comprised of questions relating to the various approaches the respondents adopted in the development and retention of employees via training and management programming rooted in I-O psychology.
Purpose Statement
The questionnaires were meant to: 1) avail a standardized format through which the recording of the relevant attitudes, comments, as well as facts could take place; 2) and to draw (from the respondent) information that could be deemed accurate.
Data Collection Approach
Questionnaires were posted online and the link that respondents would click to access the said questionnaires sent to the selected respondents via email. The said respondents comprised of HR vice presidents, HR directors, as well as HR managers. In an attempt to ensure that the respondents’ privacy was protected, a secure server was used to administer the survey.
Data Analysis Approach
The obtained data was descriptively analyzed using the Statistical Package for the Social Sciences – SPSS platform.
References
Brooks, I. (2018). Organizational Behavior: Individuals, Groups, and Organizations (5th ed.). London: Pearson UK
Daft, R.L. & Marcic, D. (2010). Understanding Management (7th ed.). Mason, OH: Cengage Learning.
Johnson, C.M. & Beehr, T.A. (Eds.). (2013). Integrating Organizational Behavior Management with Industrial and Organizational Psychology. New York, NY: Taylor & Francis
Pinder, C.C. (2014). Work Motivation in Organizational Behavior (2nd ed.). New York, NY: Psychology Press.
Zareen, M., Razzaq, K. & Mujtaba, B.G. (2013). Job Design and Employee Performance: The Moderating Role of Employee Psychological Perception. European Journal of Business and Management, 5(5), 46-55.