To Train or Not to Train: The Role of Organizational Justice in Promoting Motivation to Train
A policy-capturing experiment was used to test a theoretical model of the factors which promote an individual's motivation to engage in training. Participants were asked to make decisions regarding their level of motivation to participate in a series of 48 training scenarios. These scenarios differed to the extent that they offered opportunities to develop general or specific human capital along five different factors. All possible combinations were presented to the participants. In addition to these within-subjects factors, between-subjects measures of participant perceptions of organizational justice and utility of alternative employment were also collected. The strongest and most consistent result of the analysis was the positive impact of the opportunity to develop general human capital in motivating individuals to engage in training. Of the between-subjects variables, only perceptions of procedural justice was found to have a statistically significant and positive impact on motivation to train. Finally, the hypothesized interaction between type of human capital offered and utility of alternative employment was not supported. Overall, the results were consistent with the argument that perceived employment stability promotes motivation to engage in training.
University of Illinois - Urbana-Champaign
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University of Illinois at Urbana-Champaign