Training’s influence on task performance and citizenship behaviour: does psychological ownership matter?

Abstract

Organisations are increasingly investing in the development of their human capital as a means to improve their organisational performance. Traditional approaches to examining the effects of training on employee performance have focused on exchange-based processes. Few have considered identity-based approaches. Drawing on Organisational Support Theory (OST) this study examines the mediating effect of psychological ownership in the relationship between training and employee performance. Based on data from a 125 employee-supervisor dayads our findings shows the the mediating effect of psychological ownership in the relationship between training and employee performance. Our study contributes to the HRD literature as it represents the first effort in linking training with employee ownership feelings.

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