Article2003

Creating value for employees: investment in employee development

632 citations0/0 files storedThe International Journal of Human Resource Management

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Job Satisfaction and Organizational Behavior Employee Performance and Management Human Resource Development and Performance Evaluation

Abstract

Relying on a social exchange theory we examine the relationships among perceived investment in employees' development (PIED), job satisfaction, organizational commitment and intent to leave. Individual-level analyses from a sample of 405 nurses from two countries indicate that PIED is positively associated with job satisfaction and affective commitment but not with continuance commitment. As expected, job satisfaction and affective commitment fully mediate the relationship between PIED and intent to leave. Overall, this research shows support for partial measurement equivalence and equivalent structural parameters across both samples.

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References

1991The Competitive Advantage of Nations 1990The Competitive Advantage of Nations 1965Exchange and Power in Social Life.1960The Norm of Reciprocity: A Preliminary Statement 1990The measurement and antecedents of affective, continuance and normative commitment to the organization 1991A three-component conceptualization of organizational commitment 1965Inequity In Social Exchange 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.

Cited by

2006Performance appraisal satisfaction and employee outcomes: mediating and moderating roles of work motivation 2007An Exploration of How the Employee–Organization Relationship Affects the Linkage Between Perception of Developmental Human Resource Practices and Employee Outcomes*2010Career satisfaction, organizational commitment, and turnover intention 2017Workplace happiness: work engagement, career satisfaction, and subjective well-being 2015A process model of employee engagement: The learning climate and its relationship with extra‐role performance behaviors

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