Investment In Employee Development Research Articles

Strategic Human Resource Management and Employee Engagement in Australia

Purpose: The aim of the study was to investigate the strategic human resource management and employee engagement in Australia. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: In Australia, Strategic Human Resource Management (SHRM) practices have shown significant impact on employee engagement across various sectors. Studies consistently highlight that organizations implementing effective SHRM strategies, such as performance management systems and supportive leadership styles, experience higher levels of engagement among employees. Leadership, especially through transformational styles, plays a crucial role in inspiring teams and fostering a positive work environment. Aligning SHRM practices with a supportive organizational culture further enhances their effectiveness in promoting employee commitment and productivity. Unique Contribution to Theory, Practice and Policy: Resource-based view (RBV) theory, social exchange theory (SET) & high-involvement management (HIM) theory may be used to anchor future studies on strategic human resource management and employee engagement in Australia. Organizations should tailor their SHRM strategies to align with their unique organizational goals, culture, and employee demographics. Governments can support SHRM and employee engagement initiatives through regulatory frameworks that encourage investment in employee development, fair labor practices, and work-life balance.

The Mediating Role of Perceived Investment in Employee Development in the Relationship between Transformational Leadership and Task Performance among First-Line Managers in the Banking Sector

The Multiple leadership studies have established a connection between transformational leadership behaviors and the achievement of individual, team, and corporate success. The correlation between transformative leadership and followers' task performance remains ambiguous across many contexts and levels of analysis. Multiple variables and methodologies can influence the correlation. This study examined the impact of transformational leadership on the task performance of banking professionals. The concept of Perceived Investment in Employee Development (PIED) was introduced as a potential mediator between transformational leadership and employee task performance. The suggested approach was evaluated using a representative sample of 449 individuals from six Palestinian banks. The model was tested using Partial Least Squares (PLS)-based structural equation Modelling (SEM). The SmartPLS analyses demonstrated a positive relationship between perceived transformational leadership and task performance. These data further validated the concept of mediation. Furthermore, this study examines the theoretical and practical consequences, constraints, and recommendations for future research.

The Influence of Strategic Decision Making, Business Performance, and Employee Development on Big Data Technology in HR: A Case Study of a FinTech Company in Jakarta

This study investigates the influence of strategic decision making, business performance, and employee development on the adoption of Big Data technology in HR within a FinTech company based in Jakarta. Using Structural Equation Modeling (SEM) with Partial Least Squares (PLS), data were collected through an online survey administered to employees involved in HR management. The results reveal significant positive relationships between strategic decision making, business performance, employee development, and the adoption of Big Data technology in HR. Specifically, strategic decision making and employee development are found to positively influence the adoption of Big Data technology in HR, while business performance is positively associated with both strategic decision making and employee development. These findings underscore the importance of strategic HR practices and investments in employee development for leveraging Big Data technology effectively in HR management. The study contributes to a deeper understanding of the factors driving the adoption of Big Data technology in HR and provides practical implications for HR practitioners and organizational leaders.

The impact of lifelong learning and investments in employee development on employee productivity and performance

This abstract highlights the significant positive influence of lifelong learning on both individual employee performance and broader organizational effectiveness. In today's dynamic and ever-evolving work environment, the concept of lifelong learning stands as a cornerstone for individual and organizational growth. This study investigates the profound impact of lifelong learning initiatives on employee performance within various professional settings. The findings underscore the pivotal role of lifelong learning in fostering a culture of adaptability, skill enrichment, and heightened problem-solving capabilities among employees. As employees engage in continuous education, upskilling, and professional development, a direct and positive effect on individual performance is observed. The acquisition of new competencies and knowledge positively influences productivity, innovation, and overall job proficiency. Moreover, the study revealed that a commitment to lifelong learning not only contributes to improved individual performance but also impacts organizational outcomes. Organizations that encourage a culture of continuous learning see higher levels of employee engagement, lower turnover rates, and greater levels of innovation and flexibility. A learning-centric workplace such as this leads to improved organizational performance and a competitive advantage in the marketplace. The abstract closes by arguing for the incorporation of lifelong learning initiatives into organizational strategy, emphasizing their role in improving employee performance and cultivating a resilient and adaptive workforce capable of managing the changing needs of the modern workplace.

The Impact Of Training And Develpement On The Organizational Perfrormance Of Infosys

This research paper investigates how training and development initiatives at Infosys influence the overall organizational performance. Through a comprehensive analysis of existing literature, empirical data, and case studies, it explores the correlation between employee training programs and various performance metrics such as productivity, employee satisfaction, innovation, and profitability within Infosys. The abstract highlights key findings, suggesting that effective training and development programs positively contribute to enhancing employee skills, knowledge, and capabilities, thereby leading to improved organizational performance and competitiveness in the global marketplace. Additionally, it discusses implications for both theory and practice, emphasizing the importance of strategic investment in employee development for sustaining long-term organizational success

Academic Library as Workplace

This study seeks to explore the academic library as a workplace and understand indicators of successful performance and areas that indicate a need for improvement. A survey containing the Knowledge Intensive Work Environment Survey Target (KIWEST) was sent to academic library listservs and received 351 complete responses eligible for analysis. Respondents were library workers employed in an academic library in the United States at the time of taking the survey. Academic libraries performed best in the areas of job autonomy, task completion clarity, competency demands, and meaning of work. Academic libraries indicated less positively in the areas of perceived investment in employee development, engagement (dedication), social support from supervisors, and role conflicts. Findings were consistent with previous studies about the individual factors in the library workplace, and this study demonstrates consistency with academic library strengths and areas of growth in the rapidly changing post-COVID workplace environment.

Financial Perspectives on Human Capital: Building Sustainable HR Strategies

This paper examines the challenges surrounding sustainable human resources management (HRM), particularly in the context of budget constraints that often lead to the reduction of employee development investments. Our research focuses on developing a comprehensive model that integrates financial management tools into HRM strategies, ensuring the prioritization of sustainable practices. Through a systematic analysis of existing knowledge, we propose a solution-oriented approach that supports the financial substantiation of investments in employee development. This study addresses key research questions, emphasizing the adaptation of corporate finance tools to meet HR’s specific requirements. Our research not only identifies challenges but, more importantly, offers solutions by presenting a model that empowers organizations to align financial goals with HR development objectives. The results of our research aim to formulate a pragmatic and inventive model, offering a systematic framework for assessing the financial feasibility of initiatives in human resources development. Our model offers a practical framework for assessing the financial feasibility of HR development initiatives, facilitating informed decision-making and the promotion of sustainable HRM practices.

DEMOTIVATING ACTIONS AFFECTING EMPLOYEES IN POLISH ORGANIZATIONS IN LIGHT OF ORIGINAL RESEARCH

The article aims to identify and assess factors that are practiced in organizations and have a demotivating impact on employed workers. The article presents the results of the survey conducted in 2022 at three universities: Vistula, UTH and WSB. The research sample consisted of 426 respondents. The conducted research gave a picture of demotivators, which are still a common practice in the surveyed organizations. These included underestimating the employee’s work, lack of information flow, insufficient investment in employee development and others. This knowledge may turn out to be extremely valuable in the process of personnel management and elimination of negative practices that would reduce the quality of the employee’s work.

Unveiling the Nexus: Employee Training's Influence on Elevated Service Quality in Luxury Resorts

This research delves into the intricate relationship between employee training and the quality of service within the unique context of luxury resorts. Given the paramount importance of delivering exceptional service, especially within the upscale hospitality sector, our study aims to uncover the direct and indirect impacts of thorough employee training on the overall service quality provided to resort guests. Through a systematic analysis of training programs, guest satisfaction metrics, and the connection between well-prepared staff and improved service delivery, we offer valuable insights for luxury resort managers seeking to optimize the guest experience. Our findings illuminate the substantial role that effective training initiatives play in enhancing service quality. These insights have practical implications, guiding luxury resorts in customizing their training approaches to further enhance their reputation and competitive edge in the competitive luxury hospitality landscape. This research contributes significantly to the expanding knowledge base in hospitality management and underscores the critical importance of continuous investment in employee development to ensure a sustained commitment to exceptional service.

Will there always be a return on investment? The effects of investment in employee development on employee entrepreneurship

This study offers a theoretical model of how and when investment in employee development affects employee entrepreneurship. Drawing from the creativity theory of knowledge spillover entrepreneurship, we examined whether employee creativity mediates the relationship between investment in employee development and employee entrepreneurship. We also examined the moderating effects of the institutional environment for entrepreneurship and the corporate entrepreneurial environment on this mediated relationship. Two time-lagged studies were conducted in China to test our hypotheses. Study 1 involved 219 full-time employees from five high-technology companies, and the results showed that investment in employee development was positively associated with employee entrepreneurship through employee creativity. Study 2 replicated this mediation finding with 289 full-time employees from organizations in a variety of industries. The results also showed the moderated mediation effects of investment in employee development on employee entrepreneurship via employee creativity, which was contingent on the institutional environment for entrepreneurship and the corporate entrepreneurial environment. We discuss the theoretical and practical implications of these results for investment in employee development and employee entrepreneurship.

How does employee development affect turnover intention? Exploring alternative relationships

AbstractThis study explores alternative relationships between perceived investment in employee development (PIED) and turnover intention by including affective commitment, perceived internal employability, and perceived external employability as potential mediators. Data were collected through a structured survey from 337 employees working in two large companies in Italy. The factorial validity and dimensionality of the latent constructs studied were evaluated in a confirmatory factor analysis framework, and the mediation hypotheses were tested in a full structural equation model. Results show that the overall effect of PIED on turnover intention is negative and almost fully mediated by external employability and affective commitment, whereas the path through internal employability is not supported. More specifically, PIED increases commitment, which in turn limits the likelihood of turnover. In addition, although perceived external employability is positively associated with turnover intention, PIED seems to reduce this effect by negatively affecting employee perceptions of their marketability in the labour market. The study supports the assumptions of social exchange theory in explaining turnover behaviour as a consequence of employee development support. Contextually, it questions the existence of the employability paradox because it does not reveal either a retention path via perceived internal employability or a turnover risk via perceived external employability.

Qualitative job insecurity and extra-role behaviours: The moderating role of work motivation and perceived investment in employee development

This article examines how qualitative job insecurity, work motivation and perceived investment in employee development (PIED) are associated with employees’ contextual performance in terms of extra-role behaviours (ERBs). The authors propose a three-way interaction model and suggest that the way qualitative job insecurity relates to employees’ ERBs is contingent upon their work motivation and PIED. Results showed that there was a significant three-way interaction between job insecurity, PIED and intrinsic motivation (but not for extrinsic motivation) for ERBs. Employees who reported high qualitative job insecurity but had low intrinsic motivation engaged in more ERBs when they were given ample opportunities for development, while highly intrinsically motivated individuals exhibited fewer ERBs when the organization supported their professional development. This study contributes to the job insecurity and motivation literatures. To increase ERBs, organizations are advised to reduce qualitative job insecurity and to provide ample learning opportunities for employees who have low levels of intrinsic motivation.

HR Analytics: Predicting and Enhancing Financial Performance through Human Resource Data

The aim of this research is to investigate the predictive capabilities of HR Analytics in enhancing organizational financial performance. Employing a comprehensive literature review, this study examines the correlation between various HR metrics and key financial indicators, such as revenue growth and profitability. Methodologically, longitudinal analysis of HR practices and financial performance data is conducted to assess the predictive power of HR Analytics. The findings reveal significant correlations between HR metrics such as employee engagement, talent management practices, and training investments, and organizational financial outcomes. Specifically, organizations with engaged workforces and effective talent management strategies exhibit higher levels of profitability and innovation. Strategic investments in employee development, as evidenced by training investments, yield tangible benefits in terms of productivity and financial performance over time. These results underscore the importance of leveraging HR data to inform strategic decision-making processes and optimize HR strategies to align with broader business objectives. Moving forward, organizations are encouraged to adopt a holistic approach to HR management, integrating HR practices with emerging technologies and fostering cross-functional collaboration to drive sustainable growth and competitiveness.

How does perceived investments in employee development affect turnover intentions?

There is a debate in the managerial literature on the risks for the organization related to investments in employee. Building on attribution and social exchange theories we explore the relationship between perceived investments in employee development (PIED) and turnover intentions by testing simultaneously different paths where affective commitment, perceived internal employability and perceived external employability are included as potential mediators. The study adopted a mixed method approach comprising a survey of 336 employees and 19 semi-structured interviews with the HR staff undertaken across two private companies. The results show that the overall effect of PIED on turnover intentions is negative and it is fully mediated by external employability and affective commitment, while the path through internal employability was not supported. More specifically, PIED increases commitment, which in turn limits the risk of turnover. Although perceived external employability is positively associated with turnover intentions, PIED seems to contain this effect, by negatively affecting the employees’ perceptions of marketability in the labour market. The multy-group analysis confirmed the overall path from PIED to turnover intentions, while some organizational conditions affect the relationship between PIED and perceived employability. The study supports the assumptions of the social exchange theory in explaining turnover behaviour as consequence of employee development support and, at the same time, it questions the existence of the employability paradox not finding a turnover risk via perceived external employability.

Employee Retention of Pharmaceutical Firms in Indonesia: Taking Investment in Employee Development and Social and Economic Exchange as Predictors

In Indonesia, the role of employee retention has been enhancing day by day especially in the pharmaceutical firms; therefore, there is a need to make investment in the development of the employee to increase the firm’s productivity. The main motive of the following research is to indicate the impact of perceived investment in employee development on employee retention whereas the social and economic exchange play a great role as mediating variables in the employee retention of the pharmaceutical firms in Indonesia. The data in the following research has been gathered through the 316 frontline employees of various pharmaceutical firms. The collected data has been analyzed through many tests and techniques including SEM and CFA that are majorly applied with the help of SPSS and AMOS. Moreover, the overall summary of the results showed that the entire formed hypothesis had been accepted. It means that the perceived investment made in employee development has a positive impact on employee retention. Additionally, the novelty of the research study is also important which indicates that investment in employee development could be an informational resource for the organization in improving the working attitudes of their employees and increasing the profitability of the company. The following research study also has various implications as it has provided directions to the pharmaceutical companies to improve the working attitudes and productivity level of their employees. How to Cite this Article Pubmed Style Ahyar Muhammad Diah, La Ode Hasiara, Ramli, Muh. Irwan. Retention of Pharmaceutical Firms in Indonesia: Taking Investment in Development and Social and Economic Exchange as SRP. 2020; 11(1): 564-572. doi:10.5530/srp.2020.1.70 Web Style Ahyar Muhammad Diah, La Ode Hasiara, Ramli, Muh. Irwan. Retention of Pharmaceutical Firms in Indonesia: Taking Investment in Development and Social and Economic Exchange as http://www.sysrevpharm.org/?mno=86267 [Access: March 30, 2021]. doi:10.5530/srp.2020.1.70 AMA (American Medical Association) Style Ahyar Muhammad Diah, La Ode Hasiara, Ramli, Muh. Irwan. Retention of Pharmaceutical Firms in Indonesia: Taking Investment in Development and Social and Economic Exchange as SRP. 2020; 11(1): 564-572. doi:10.5530/srp.2020.1.70 Vancouver/ICMJE Style Ahyar Muhammad Diah, La Ode Hasiara, Ramli, Muh. Irwan. Retention of Pharmaceutical Firms in Indonesia: Taking Investment in Development and Social and Economic Exchange as SRP. (2020), [cited March 30, 2021]; 11(1): 564-572. doi:10.5530/srp.2020.1.70 Harvard Style Ahyar Muhammad Diah, La Ode Hasiara, Ramli, Muh. Irwan (2020) Retention of Pharmaceutical Firms in Indonesia: Taking Investment in Development and Social and Economic Exchange as SRP, 11 (1), 564-572. doi:10.5530/srp.2020.1.70 Turabian Style Ahyar Muhammad Diah, La Ode Hasiara, Ramli, Muh. Irwan. 2020. Retention of Pharmaceutical Firms in Indonesia: Taking Investment in Development and Social and Economic Exchange as Systematic Reviews in Pharmacy, 11 (1), 564-572. doi:10.5530/srp.2020.1.70 Chicago Style Ahyar Muhammad Diah, La Ode Hasiara, Ramli, Muh. Irwan. Employee Retention of Pharmaceutical Firms in Indonesia: Taking Investment in Development and Social and Economic Exchange as Predictors. Systematic Reviews in Pharmacy 11 (2020), 564-572. doi:10.5530/srp.2020.1.70 MLA (The Modern Language Association) Style Ahyar Muhammad Diah, La Ode Hasiara, Ramli, Muh. Irwan. Employee Retention of Pharmaceutical Firms in Indonesia: Taking Investment in Development and Social and Economic Exchange as Predictors. Systematic Reviews in Pharmacy 11.1 (2020), 564-572. Print. doi:10.5530/srp.2020.1.70 APA (American Psychological Association) Style Ahyar Muhammad Diah, La Ode Hasiara, Ramli, Muh. Irwan (2020) Retention of Pharmaceutical Firms in Indonesia: Taking Investment in Development and Social and Economic Exchange as Systematic Reviews in Pharmacy, 11 (1), 564-572. doi:10.5530/srp.2020.1.70

The Impact of Training & Development on Work Engagement: A Study in the Banking Sector

Employees play a crucial role in delivery of service quality and retention of satisfied and loyal customers. Of the various factors that contribute towards this end, work engagement among employees has gained a great deal of interest from both practitioners and academics in the fields of business, human resource development, and organizational psychology, based on the perspective that engaged employees are likely to display high quality performance in the workplace. Meanwhile, Training and Development (T&D) practices are considered to contribute to the employees’ engagement in their work environment. This paper examines the potential impact of Perceived Training Opportunities (PTO) and Perceived Investment in Employee Development (PIED) on work engagement. A research model has been developed and empirically tested, using primary data from a survey of 185 bank employees working in Greece. Empirical results reveal a strong relationship between PTO and PIED with work engagement. Banks should invest in training and development opportunities as a means to enhance work engagement and gain a competitive edge in delivering high quality services to the customers.

Know Your Stars Before They Fall Apart: A Social Network Analysis of Telecom Industry to Foster Employee Retention Using Data Mining Technique

Social network analysis (SNA) has emerged as a significant paradigm for research in data mining community for measuring and analyzing human dynamic network structure. At organizational level, SNA can enhance our understanding of work place social interactions and unveil the hidden stars embedded in informal networks by investigating nodes and edges of complex networks. For this study, we aim to formulate a network centrality based quantitative method to identify the High potential employees (HiPos) and Influencers of telecom sector and explore the relationship between degree centrality of these star employees and their turnover intention by modeling the dynamics of their workplace social ties and predictive data mining technique. We investigated the multiplex work and advice network in two leading telecom operators of Pakistan i.e. Ufone and Zong. For the statistical analysis we conducted a quantitative and visual network analysis in UCINET along with correlation and regression. Our results showed a negative correlation between HiPos out-degree centrality and turnover intention and a positive correlation between influencer’s in-degree centrality and turnover. Whereas perceived investment in employee development (PIED) was found to mediate the relationship between in-degree centrality of influencer and turnover intention. The correlation results were then verified in regression model. These findings will guide the telecom operators in designing an optimal structure for business intelligence by providing critical insights of their star employees and help them to investigate the influence of central nodes on dynamical processes of its heterogeneous networks and thus enhance employee retention before a star falls out.

Algorithm for determining risk-free rates and the size of non-market 
 risks when investing in personnel

At the present stage of development, many companies treat investments in the development of the company personnel as investments in the creation of intangible assets that contribute to improving the level of competitiveness of the organization. The authors previously proposed an economic and mathematical model of investing in personnel based on the formation of an investment portfolio, which can be used to assess the financial effectiveness of investments in employee development; to get a clear, reliable tool for monitoring the effectiveness of personnel development activities; make the human factor and its impact on the company's performance more measurable; increase transparency and, consequently, the manageability of the organization. The goal of the article is to develop the risk-free rates and non-market risk rates search algorithm during engineering of investment portfolio through arbitrage pricing theory for investment in personnel to return on investment. The authors fully provide risk-free rate of return description and comprise risk-free rates of assets, too. They give an explanation of how to seek and valuate them. Also the expected risk-free returns of assets calculation method and ways of non-market risks management while investing in personnel is described.

An employee perspective of human resource development practices in the public sector: the role of organizational and supervisor support

This article adopts an employee-level perspective, which is currently lacking in the public sector literature, and responds to the call for additional research concerning factors that affect public employees’ job attitudes and work behaviours. Based on a survey of civil servants, this study explored the antecedents and outcomes of perceived investment in employee development. Our research demonstrates the significant role of organizational support on employees’ perceptions of development. Furthermore, supervisor support mediated the relationship between organizational support and perceived investment in employee development. This finding sheds light on the role of supervisors as agents who represent or personify the organization. Also, consistent with the job demands–resources model and social exchange theory, we indicate that public employees within a workplace that provides substantial training and developmental incentives are more likely to report greater levels of organizational commitment and organizational citizenship behaviour. Perceived investment in employee development was found to act as an important mediator between the relationships of organizational support and employees’ outcomes, and supervisor support and employees’ outcomes. Points for practitioners When human resources budgets are increasingly restricted, non-monetary motivators can be a feasible alternative to high-cost financial rewards. It is suggested that not only will employee development practices benefit public organizations in terms of better-trained and better-qualified employees, but employees’ perceptions of organizations’ investments in employee development also create a felt obligation among public employees to reciprocate with positive job attitudes and work behaviours.

СURRENT TECHNOLOGIES OF STAFF TRAINING IN HOTEL BUSINESS

The aim of the study is to analyse the effectiveness of the applied technologies and teaching methods in the field of hospitality. The nature and relevance of training programs have been considered in the article. The necessity and advantages of investments in employee development have been substantiated. The specificity of the hotel industry business has been noted. The role of uniform requirements for professional knowledge and skills of qualified specialists has been emphasized. The advantages of internal corporate training in the comparison to external have been revealed. The process of introducing training technology in the hotel complex has been considered. The stages of pre-training diagnostics, development of training programs, training and post-training support have been highlighted. Training methods depending on the type of employees have been described. The assessment of the effectiveness of personnel training according to the Kirpatrick model has been reviewed. The role of training in the successful business of companies has been argued.