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Organizational Commitment: A Qualitative Assessment of Training Programs

Organizational Commitment: A Qualitative Assessment of Training Programs
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Author(s): Kimberley Gordon (University of Arkansas – Fort Smith, USA)and Kristin Joyce Tardif (University of Arkansas – Fort Smith, USA)
Copyright: 2017
Pages: 11
Source title: Encyclopedia of Strategic Leadership and Management
Source Author(s)/Editor(s): Viktor Wang (Florida Atlantic University, USA)
DOI: 10.4018/978-1-5225-1049-9.ch072

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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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