LOGO

Presented by Kuei Yuan Betty Li

Instructed by Dr Pi-Ying Teresa Hsu

The Relationship Between Perceived

Training Opportunities, Work Motivation

and Employee Outcomes

1

Citation

Dysvik, A., & Kuvaas, B. (2008). The

relationship between perceived

training opportunities, work

motivation and employee outcomes.

International Journal of Training and

Development 12 (3), 138-157.

2

Contents

Introduction1

Theory and hypotheses2

Methodology3

Results4

Discussion5

Limitations and research directions6

3

Introduction

Purpose:

To explore alterative relationships

between training of opportunities and

employee outcomes

4

Introduction

Definition

Training and Development (TAD)

A systematic approach to learning and

development to improve individual, team and

organizational effectiveness (Kraiger &

Ford, 2007, p.281)

5

Introduction

Organizational citizenship behavior (OCB)

Organ (1988) defines OCB as “individual behavior that is discretionary, not directly or explicitly recognized by the formal reward system, and that in the aggregate promotes the effective functioning of the organization” (p. 4).

6

Introduction

Research Question:

The study investigates the hypotheses claiming that intrinsic work motivationwill mediate and moderate the relationship between perceived training opportunities and employee outcomes.

7

Theory and hypotheses

Hypothesis 1

There is a positive relationship between perceived training opportunities and: (a) task performance, (b) OCB, and a negative relationship between perceived training opportunities, and (c) turnover intention.

8

Theory and hypotheses

Hypothesis 2

The relationships between perceived training opportunities and : (a) task performance; and (b) OCB are fully mediated by intrinsic motivation; (c) whereas the relationship between perceived training opportunities and turnover intention will be partly mediated by intrinsic motivation.

9

Theory and hypotheses

Hypothesis 3

The relationships between perceived training opportunities and : (a) task performance; (b) OCBs; and (c) turnover intention will be moderated by intrinsic motivation. The higher the level of intrinsic motivation, the more positive the relationship between perceived training opportunities and : (a) task performance, and (b) OCB. The higher the levels of intrinsic motivation, the more negative the relationship between perceived training opportunities and (c) turnover intention.

10

Methodology

Sample

Norway

2006

337persons

5-point Likertresponse scale

11

Methodology

Analyses

SPSS 15.0 - linear regression modeling

LISREL 8.80 – a structural equation modeling (SEM)

12

Results

13

Results

14

Results

15

Results

Hypothesis 1

There is a positive relationship between perceived training opportunities and: (a) task performance, (b) OCB, and a negative relationship between perceived training opportunities, and (c) turnover intention.

16

Results

Hypothesis 2

The relationships between perceived training opportunities and : (a) task performance; and (b) OCB are fully mediated by intrinsic motivation; (c) whereas the relationship between perceived training opportunities and turnover intention will be partly mediated by intrinsic motivation.

17

Results

Hypothesis 3

The relationships between perceived training opportunities and : (a) task performance; (b) OCBs; and (c) turnover intention will be moderated by intrinsic motivation. The higher the level of intrinsic motivation, the more positive the relationship between perceived training opportunities and : (a) task performance, and (b) OCB. The higher the levels of intrinsic motivation, the more negative the relationship between perceived training opportunities and (c) turnover intention.

18

Results

19

Limitations and research directions

Limitations

Participants from different organizations

A cross-sectional study → a longitudinal study

The reliance on self-reported questionnaire data

20

Limitations and research directions

Implications

Positive reaction toward training opportunities being

insufficient in terms of obtaining vital employee

outcomes.

To guide practitioners in applied settings in

improving their TAD efforts by permeating them more

fully with theoretical knowledge and empirical

findings.

21

Reflection

22

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