This chapter provide an overall motivation for conducting this research. It gives an insight of the study background, purposes, the questions that frames the investigation and the significances of the research. The theoretical framework upon which the researcher addresses the research questions was discussed and thereafter, delimitations were also stated. Finally, the key terms were defined in order to provide a comprehensive focus of this entire study.
Research Background
Organizations are known to exist and function in dynamic environments. This circumstance compels organizations to adopt innovative measures to meet the changing needs of the time and to bridge the gaps between actual and desired targets (Ozoya, 2009; Porras &
Silvers, 1991; Ndulue, 2012). Through this process, human resources play a significant role in achieving organizational goals. Additionally, they have become the most significant asset, as the public organizations shifted from traditional government focus to a new public service oriented enterprise aims at the 3Es–economy, efficiency and effectiveness. In this transition, the development of human capital becomes the core, as well as the differentiator for public organizations (Camilli, 2004). As such, in public enterprises the critical resources are not only the revenue provided to government, but also ‗‗the employees whom the organization hires and must retain‘‘ (Barber & Strack, 2005, p.83). Therefore, the need for public organizations to create conditions where employees would be highly committed is critical to achieving its goals. In turn, this can increase employee commitment, reduces turnover intention and actual turnover.
In recent years, there have been inexplicable turnovers in most public enterprises in Sub-Saharan Africa, a trend which started around the 1960s, and it became more of a problem in the 21st Century (Kiragu, 1998). However, with organizations witnessing remarkable changes over time, many public enterprises in developing countries have come under pressure to become more proactive in improving employees‘ skills, so as to provide high quality service to the public, increase commitment and contribute immensely to national development. In this regard, public enterprises are subjected to the introduction of programs for greater organizational commitment in order to steer genuine development in their respective communities and The Gambia is not an exception (Dahida, 2013)
In The Gambia, anecdotal evidences have shown that, the society expects public enterprises to become more citizen focused, and to operate in a more business-like manner;
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forcing public sector organizations to increase accountability, quality, and effectiveness in service delivery for greater public trust and confidence. This is coupled with other expectations of meeting government and other stakeholders‘ performance targets. Many public and private sectors around the world are faced with similar situations and the impact of economic crisis and globalization (Haufler, 2013). Consequently, the concern of how to increase employees‘ commitment in order to meet public demands, and maintain high performance has emerged. Additionally, according to Crook,(2010) the key problems of some African public services remain those of over or understaffing and lack of organizational commitment. International Monetary Fund (IMF, 2015) recent report posits that that ‗‗times are tough in most West Africa countries and many economies… Investors are pulling money out of riskier spots and growth forecasts decline especially in The Gambia, that suffered from all these trends, a harbinger of things to come (p.1)‘‘. If this trend continues it will affect revenue collected from business for national growth. Hence, these situations reiterate the need for a greater public service commitment to achieve organizational objectives. However, many raise questions concerning how the public sector employees can survive such transformation, whether they are professionally competent to work against the pressures in order to deal with the increasing demands. With these questions into consideration, this study found out some feasible recommendations and important strategies to increase organizational commitment in public organizations in The Gambia
Moreover, organizational commitment is a construct that has been widely studied and found to be an unswerving predictor of employee turnover and intention to leave (Meyer &
Allen, 1997). Thus, the need for factors that predict organizational commitment has become critical and the demand for a greater understanding of this organizational phenomenon increases daily. The major drive behind this continuous recognition of organizational commitment among human resource researchers for over three decades is that it is often seen as a key to‗‗organizational success‘‘(Benkhoff, 1997b). Against this backdrop, organizational commitment has emerged as a promising area of research within the study of organizational psychology and industries recently (Adebayo, 2006; Meyer & Allen, 1997). This is in part due to the vast number of studies that have relationships with commitment, attitudes and behaviours (Porter, Steers, Mowday, & Boulian, 1974). Existing theoretical studies showed that commitment has direct implications on individuals and an overall on the organizations (Allen & Meyer, 1990.). Ultimately, to achieve this, it is generally associated with motivation, management support, and positive organizational climate. Thus, for public organizations,
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implementing strategies that increase employees‘ commitment could be helpful in reducing the intention to leave.
Furthermore, many researchers posit that for firms to achieve organizational goals investing in the human resource base is critical as it is fundamentally important to human capital development (Wesley, 1999). In this regard, Saks (1996) reported that, the greater the amount of development employees experience, the more they possessed ―positive job attitudes, ability to cope, and... lower intentions to quit‖ (p.449). Thus, greater skills and abilities were shown to lead to better performance and, in the process, leads to better attitudes about the job (Miller & Jablin, 1991). Besides, ―employees may view an effective training experience as an indication that the enterprise is willing to invest in them and cares about their career development; thus training may enhance their commitment‖(Tannenbaum et al., 1991, p.760). In addition, organizations strategies to minimise lack of commitment should come with more proactive measures and initiatives to increase action oriented employees.
Thus without any interventions or programs for employee development, their mission for contributing to national development might not be achieved.
Likewise, according to Laing (2009), factors determining employee organizational commitment include the degree of change in macro environment, internal change, employee job satisfaction, age, availability of knowledge, skills and extent to which the organization sees training as a motivating factor for the development of both the employees and attainment of the organizations‘ performance targets.
Therefore, to achieve desirable work behaviours, training the human resources in consonance with immediate and remote operational environment is imperative. Most important among the response options to environmental subtleties is the organization‘s focus on developing and improving the human side of the enterprise. As training is considered an indispensable human resource functions as it is the wire that improves the asset that moves the organization to the direction of meeting its objectives (Ozoya, 2009). With regards to this, the human capacity has become a critical index to both public and private enterprises; the development of such capacities has become an important facet in designing the strategic direction of organizations (Tim & Brinkerhoff, 2008). Training also ensures that organizational members possess the knowledge and skills they need to perform their jobs effectively, take on new responsibilities, and adapt to changing conditions. Studies found that an organization developing the knowledge, skills and abilities of employees, is viewed as an investment and can contribute to the formation of position trust. Considering training and
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development is believed to be discretionary and it is highly valued (Gavino, Wayne, &
Erdogan, 2012).
Furthermore, employee job satisfaction has been found to help clarify the relationship between human resource management practices with organizational commitment. Research by Allen , Shore, and Griffeth (2003) confirmed this result and found that human resource practices were more strongly correlated with job satisfaction than with organizational commitment, suggesting that human resource practices increase job satisfaction and that
―leads to affective attachment to the organization‖ (Allen et al., 2003, p.114).
Moreover, review of literatures also indicates that few researchers (Chambel & Sobral, 2011, Gavino et al., 2012) have looked at the mediating impact of job satisfaction on the relationship between training and development and organizational commitment. Also, according to the researcher‘s knowledge, no study investigated psychological capital (PsyCap) as a mediator between the two variables in public organizations.
Problem Statement
This section explores and presented the problem found in research and in practice:
Problem of Research
Training and development impact on organizational commitment has been studied in some industries in recent years and the outcomes of the researches have provided some indication to suggest that training and development has effects on organizational commitment (Ahmad & Bakar, 2003; Bartlett & Kang, 2004). However, empirical studies of the relationship are in its primary phases and the exact nature of the relationship is still indistinct.
(Bartlett, 2001; Conway & Monks, 2009). In addition, Fornes, Rocco, and Wollard (2008) posits that there is a need to conduct human resource development research in understanding how to trigger employee commitment behaviour since there is a gap which little is known..
Though, Human Resource Development (HRD) practices have been establish to be correlated to organizational commitment (Conway & Monks, 2009; Kinicki, Carson, &
Bohlander, 1992), some scholars have recommended that the association is not direct.
Research conducted by Meyer and Smith (2000) found that employee job satisfaction played an important role in mediating the link between human resource management (HRM) practices and commitment. The researcher noted from a theoretical perspective that understanding mediating mechanisms puts researchers ―in a better position to explain why
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known relations exist and to search more systematically for influencing factors in future research‖ (Meyer et al., 2002, p.39).
However, a ―gap… exists in understanding which mediator play a role in the relationship between HR practices and employee behaviours that benefit the organization‖ (Gavino et al., 2012, p.667). In addition, there is limited research on PsyCap as a mediating variable and its influence on the link between commitment and other factors.
Furthermore, despite the extensive studies and interest on PsyCap, training and development and organizational commitment, there is still very little research done in developing countries (Meyer et al., 2002). Given the growing significant of public enterprises in facilitating economic advancement, there is a need to extend our understanding of the factors that enhance commitment. However, in The Gambia, although there have been few researches on capacity building, the mediating role of employee job satisfaction and PsyCap on the relationship between training and organizational commitment was not looked at before.
This reiterates the fact that very little empirical research has been conducted and this gap created the need for this empirical study to be conducted in The Gambia.
Problem of Practice
The environment of public organizations has undergone rapid transformation especially through the structural adjustment program of the International Monetary Fund (IMF, 2003), globalization and economic crises. In the centre of these changes, challenges occur. This has created pressure on many public firms to come with proactive measures to face these challenges, through the development of the human resource. Therefore, training for all levels of public enterprise employees is critical to developing expertise, though the type of skill-building needed (e.g., tax administration, public sector administration, public sector reform programs etc.) may vary. Without continuous learning for public servants, the level of professionalism needed for public satisfaction, economic growth and advancement could be negatively impacted (Richard, & Daniel, 2001). According, to Hartz (2002), ―there is absolutely nothing more important for the future well-being of employees and economic growth than a highly developed, motivated and renewable intellectual capital base.‖ (p.6).
Thus, with this critical need for highly committed and skilled workers, taxpayers satisfaction and employees retention can become a serious issue for public organizations to tackle when business are closing and employee turnover keeps increasing (Kiragu, 1998).
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In addition, to the financial impacts of personnel loss, lack of organizational commitment can also be disruptive to public organizations because, along with individuals departing from the organization, the public might be dissatisfy with the work behaviour of employees in the public enterprises. This when not address might leads to closure of some businesses and affect economic growth of the country. Thus, one way the organizations can boost performance is by increasing organizational commitment of employees as it positively associated with desirable work behaviours (i.e., attendance, job performance) (Meyer &
Herscovitch, 2001). While investments in training and providing a supportive work environment strengthen commitment, it also develop PsyCap, as it is regarded as an expression of the organization‘s support to the employees (Eisenberger, Huntington, Hutchinson, & Sowa, 1986).
Accordingly, significant positive revenue growth is forecasted for public organizations in The Gambia (Gambia. Dept. of State for Finance, & Economic Affairs, 2007; IMF, 2013), nonetheless, anecdotal evidences have shown that the commitment of public servant is a critical concern. The problems of practice addressed in this study are: understanding factors that contribute to creating a supportive work environment and organisational commitment in public enterprises. Thus, this research identifies the contributions and impact of human resource practices on commitment. These recommendations can be used by HRD practitioners and policy makers to decide how to invest resources allocated to human resources for a better performance.
Research Purposes
Based on the research background and motivation, this empirical study aims to investigate the relationships between training and development, employee job satisfaction, PsyCap and organizational commitment, and derived related theoretical and practical implications. The underlying factors may empower The Gambia Revenue Authority‘s HR unit and identify factors important for greater organizational commitment. The exploration of current GRA employees‘ development initiatives might contribute towards an understanding of how training improves desirable work behaviour. Thus, these relationships might provide strong arguments for more and better HRD programs delivery in public organizations. In addition, the evaluation might not only create a holistic view of the variables, but may also assist in fostering a sense of obligation to stay commited among employees in public organizations.
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The purpose of this research therefore, was to examine employees‘ perception of training impact on organizational commitment in GRA.
Thus, these objectives are herein outlined as the purposes of the study:
Investigate the effect of training and development on employee job satisfaction and psychological capital of the Gambia Revenue Authority.
Examine the mediating role of psychological capital and employee job satisfaction on training and development – organizational commitment relationship of the Gambia Revenue Authority
Examine the impact training and development have on employees organizational commitment of the Gambia Revenue Authority
Research Questions
According to the research purposes derived from the background and motivation of the study, three research questions needed to be answered and are formulated as follows;
1. Does training and development (training support from colleagues, management training support, motivation of training, and training benefit) have a significant relationship with employee job satisfaction and psychological capital in the Gambia Revenue Authority?
2. Whether employee job satisfaction and psychological capital play a role as mediators in the training and development and organizational commitment relationship in the Gambia Revenue Authority?
3. Does training and development have a significant relationship with organizational commitment in the Gambia Revenue Authority?
Research Significance
This study makes important contributions to training and development, employee job satisfaction, PsyCap, and organizational commitment literatures in public organizations both in theory and in practice. While research on training and organizational commitment has been conducted in private organizations/corporations (Swerdlow, & Cummings, 2000;
Tannenbaum, Mathieu, Salas, & Cannon-Bowers, 1991), there is little information and empirical studies found in public enterprises. Consequently, researchers like Camilleri (2006) have called for additional studies of what can enhance commitment in public organizations.
Most studies of training are considered as a one-dimensional construct and outcomes to public sectors training and development programs are rarely taken into account. Ismail, Md
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Nor, and Marjani (2009) pointed out that when addressing training and development, it is fundamental to know how training leads to organizational development. Taking into account training conducted by the organizations can boost organizational commitment which is particularly important in achieving performance targets.
However, many of the studies conducted in public organizations to date are mainly theoretical. This study extends on the training and organizational commitment literature as it provides support for the type of desired behaviour and interventions that are essential for public enterprise‘s success. Furthermore, the results of this study may be of interest to organizations that seek to improve employee job satisfaction and PsyCap
Thus, employee job satisfaction has become crucial as it is often seen as a key construct that influences behaviour for retention. Citing from Spector (1997),‗‗it is vital for organizations to develop innovative capacities that increase employees‘ job satisfaction as they allow employees to respond to the needs of the internal or external environment, and respond swiftly to changing demographics‘‘ (p. 24). Likewise, training and development has been claimed to be essential for PsyCap and some studies have provided substantial evidence on these relationships. However, research with empirical evidence on PsyCap that is crucial to organizational commitment is relatively scarce. Thus, an important contribution of this research is represented by the role of PsyCap and employee job satisfaction on the relationship between training and organizational commitment
Moreover, there is dearth of theoretical and empirical studies in public organizations in The Gambia. Therefore, the implications of this study have the potential of unlocking economic value from the GRA‘s training programs as it attempts to identify the contextual factors that enhance employees‘ commitment behaviours. In addition, the management of GRA may also find the results of this study of practical benefit, as it provides practical recommendations for greater commitment, in order to successfully achieve organizational goals. Given that organizations successes depends mainly on the ability to capitalize on the value of employees. As a result, various organizations are developing and implementing training and development programs to manage and leverage their human capital (Kankanhalli, Tan, & Wei, 2005). ).
Thus, the outcomes of this study laid a foundation for future researchers interested in understanding these variables in public organizations in Africa. Finally, the results may contribute to raise awareness among public enterprises in The Gambia about the importance of training and development, employee job Satisfaction, PsyCap to the employees and to the organizations at large.
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Delimitations
The researcher places some delimitation in order to manage the scope of the study.
First, it is delimitated to The Gambia and to one public enterprise GRA. Furthermore, the research is also delimitated to GRA employees, specifically, those who have undergone training.
Drawing from the delimitations, since the study is delimited to Gambia this means that it is culturally bound, therefore, the results cannot be generalized to other organizations. In addition, the research participants consisted only of employees working full time. Since people have different perceptions of the organizations they belong to and respond differently to their organization‘s environment, the findings of this study can be context specific and may not be applicable to members of other groups of organizations (i.e part-time employees, Interns or experts from International Monetary Fund, etc.).
Definitions of Terms
In this section, the researcher provides both the theoretical and operational definitions of the variables in this research. The operational definitions outline how the variables are measured and theoretical definition outline the concept of the constructs. The four main constructs investigated in this study include training and development, employee job satisfaction, Psychological Capital, and organisational commitment as described below:
Training and Development
Training is defined as a learning activity directed towards the acquisition of specific
Training is defined as a learning activity directed towards the acquisition of specific