The relationships among participation in employee development programs, organizational commitment, and turnover of non-medical staff in a nonprofit medical institution in Lebanon

The purpose of this study was to examine the relationships among participation in employee development programs, organizational commitment and turnover of non-medical staff in a nonprofit medical institution in Lebanon. Of the three measures of participation in development programs, only frequency of outside training had a significant relationship with all three forms of commitment. Those who had the opportunity to participate more in outside training registered higher levels of continuance and normative commitment than those who did not. Frequency of outside training also slightly increased affective commitment. Total hours of training had a significant relationship with affective commitment and normative commitment while frequency of in-house training was not significantly correlated to any form of commitment. A measure of frequency of in-house training was not effective in capturing the level of commitment individuals had. However, it also meant that there could be something affecting this relationship. Further analysis of results showed that individual differences affected the strength of the relationship between frequency of training and commitment. While frequency of in-house training was not significantly correlated to organizational commitment, individual differences made a difference in the relationship between frequency of inhouse training and two forms of commitment (affective as well as normative commitment). Specifically, self-efficacy was a significant moderator in this relationship. This coincided with the assumption that was made in the conceptual framework of this study. Individual differences were also moderators in the relationship between frequency of outside training and commitment. More precisely, the two subscales that were significant moderators were motivation to learn and perceived benefits. Although total hours of training had a significant relationship with affective as well as normative commitment in the correlational analysis, only affective commitment changed with the introduction of self-efficacy as a moderator in this relationship. Moderation existed for two forms of commitment, mainly affective commitment and normative commitment and not continuance commitment. This implied that there could be something else affecting continuance commitment. Additionally, perceived organizational support as a standalone subscale did not moderate the relationship between frequency of training and commitment. Finally, results showed that when holding constant frequency of training, individuals high in commitment reported a lesser intention to leave compared to those low in commitment. Results were significant when individual differences were entered as a moderator in the relationship between frequency of training and commitment. As a first stage moderated mediation model is understood, this finding indicated that the indirect effect of frequency of training on turnover intention through commitment was moderated by individual differences. Additional results indicated that the same individual differences were also moderators in the relationship between commitment and turnover intention.

Name thesis:degree_name

Ph.D.

Level thesis:degree_level

Dissertation

Discipline thesis:degree_discipline

Educ Policy, Orgzn & Leadrshp

Grantor

University of Illinois at Urbana-Champaign

Year dc:date

2020

Author dc:creator

• Abdallah Yassine, Raghida

Contributors dc:contributor

• Jacobs, Ronald L
• Cromley, Jennifer
• Li, Jessica
• Dirani, Khalil

• Employee Development, Organizational Commitment, Organizational Performance

Statement dc:rights

• Copyright 2019 Raghida Abdallah Yassine

Language dc:language

en

Handle dc:identifier

http://hdl.handle.net/2142/107840

OAI identifier oai:identifier

oai:www.ideals.illinois.edu:2142/107840