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Organizational Commitment: A Qualitative Assessment of Training Programs
Abstract
The business case for investment in training and development is typically hard to make when using a strict return-on-investment approach. When coupled with less quantifiable elements such as job satisfaction and employee commitment, a less obvious but equally vital distinction can be noted as efficiencies improve resulting in a more profitable operation. A recent study of leadership development program outcomes indicated significant changes in the efficacy of participants including, but not limited to, improved job satisfaction and employee commitment. Presented in this chapter, the findings of this phenomenological study indicate the sampled participants reflected significant changes in their connectivity to the organization as a whole and their ability to meet the expectations the company leaders have of participants. Finally, retention rates of participants remained constant and favorable. This chapter concludes with estimations of cost savings incurred by improved organizational culture and retention.
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