The Impact of Training Practices on Individual, Organisation, and Industry Skill Development
Abstract
This article discusses the way in which employers provide training and how it
has an impact on individual, organisational, and industry skill development.
It uses findings from a research study of the relationship between training
and development and employee turnover. The study uncovered three training
and development models that had likely consequences for employee turnover.
These models were labelled Individual Development, Team Development, and
Organisational Development. Individual Development contributed to higher
employee turnover when it was adopted in a work environment which lacked
employment-growth opportunities, and where employees perceived more
external job alternatives. Team Development was likely to contribute to lower
employee turnover if adopted in conjunction with other high-performance
work practices, or if there was evidence of job embeddedness in the organisation.
Finally, the Organisational Development model appeared to contribute to
higher employee turnover when the training activities contributed to a lack
of role clarity, and to poorer employee commitment to the organisation.