The Relationship among Quality of Training, Organizational Commitment and Job

2.5.1 The Relationship between Quality of Training and Organizational Commitment

People always play irreplaceable role in every institution, even in the era of advanced technology. Furthermore, hotel industry is a service–oriented business in which the success of the business is determined by the interaction between employees and customers. According to the study of Samuel and Chipunza (2009), retaining skillful employees is vital to the survival of any

organization by sustaining competitive advantages. Researchers and managers have recognized the importance of recruitment and retention and have considered qualified employees as the most valuable assets. Therefore, employee training is important avenues to explore (Youngsoo &

Duncan, 2009).

Retaining employee by training is one of the most availably effective tools. Kauffman (2010) argued that to improve employees’ commitment, it is critical to use grass-root employee involvement system like training programs. The opportunity of gaining access to training programs is a critical factor of the development of organizational culture and has a positive relationship with organizational commitment (Rajib, 2015). Recent studies have shown that employees nowadays have a desire to obtain new skills, especially technical skills, because acquiring new skills provides the job security much more than seniority (Chaminade, 2007).

Contemporary employees are looking for organizations which provide training programs and development opportunities. It results in affective commitment because the employees will be more committed to organization if their goals are similar to organization’s goals (Coetzee &

Schreuder, 2013). This affective commitment often urges employee to stay with the organization.

Therefore it is very important to provide employees comprehensive training programs and keep track on their level of job satisfaction.

The relationship between training and organizational commitment has only recently drawn attention from business managers and researchers. In study about the relationship between Training and Organizational Commitment among nurses in New Zealand and United States, Bartlett (2001) found staffs believe that the opportunity for learning is more important in identifying level of organizational commitment than financial benefits. In addition, the study of Rajib (2015) suggested that perception of employees concerning various training activities has a strong positive impact on the level of commitment toward organization. An employee who believes in positive outcomes obtained from participating to training programs tends to be more motivated and work more efficiently (Tharenou, 2001).

2.5.2 The Relationship between Quality of Training and Job Satisfaction

Previous studies have claimed the need for comprehensive training programs to improve employees’ satisfaction and guarantee customers’ satisfaction and loyalty (Selin, 1998). A comprehensive training program is very important because entrepreneurs may overestimate the quality of services they provide (Reichel et al., 2000). It means they are too confident about their outputs but they forget how important the inputs are. The input mentioning here is human resources, the workforce - key factor of any organization in any industry. Therefore, understanding the relationship between training and job satisfaction is imperative to explore the relationship between organization and employee because both elements give benefit to the organization.

A study conducted by Siebern-Thomas (2005) found that job satisfaction tends to be higher where there is access to training. This matter was also be claimed by studies of Kauffman (2010) and Samuel and Chipunza (2009). According to that, nowadays, employees are very dynamic and flexible because they have many options to choose in work (Kauffman, 2010). Once they are dissatisfied with their present company they will immediately move to the different organizations, where have better work condition, benefit and compensation. The responsibility therefore belongs to managers and administrators who have to ensure that they can preserve and maintain their best employees. A good manager is one who knows exactly how to attract qualified employees and retain them. Obviously, in such an aggressively contemporary economy, organization will lose the competitive advantages if they lose their skillful employees to competitors. This will directly impact to the survival of organization.

Employee’s job satisfaction or even their commitment to organization can be achieved by providing them a comprehensive training program. According to the study of Vasudevan (2014), both employer and employee are tending to have better knowledge as well as understanding in recognizing the importance of training that can lead to employee’s commitment and satisfaction.

Consequently, if training programs are not developed properly, it might expose the weakness and threat to organizational commitment that can lead to a failure of organizational.

2.5.3 The Relationship between Organizational Commitment and Job Satisfaction

In this contemporarily complicated and aggressive economy, organizations are trying to build up and develop job satisfaction and organizational commitment of their employees in order to retain competent employee and maintain competitive edge. The relationship between job satisfaction and organizational commitment has been studied extensively since these two factors are very imperative to business (Veronica and Dorothea, 2015; Ilhami Yucel, 2012; Syed and Nadeem, 2014). Basically, job satisfaction is distinguished quite clearly from organizational commitment. Mowday et al. (1979, 43-77) supposed that organizational commitment is “more global” and “it reflects a general affective response to the organization as a whole” whilst job satisfaction “focuses on one’s response either to one’s job or to certain aspects of one’s job”.

Moreover, there is no need for job satisfaction and organizational commitment to occur at the same time. It is absolutely possible that an individual might have high level of job satisfaction without having intent to stay in organizational. In other side, a committed individual might dislike what he or she is doing.

Previous researches have indicated that there is a high correlation between job satisfaction and organizational commitment. These findings suggested employers that, to improve organizational commitment of employee, they need to improve their satisfaction first. The result of previous studies all showed that job satisfaction is positively related to organizational commitment. Williams and Hazer (1986) showed that job satisfaction is an antecedent to organizational commitment and Jernigan et al. (2002) found that job satisfaction is a causal factor of organizational commitment. Ilhami (2012) found that high levels of job satisfaction results in higher extent of organizational commitment. Satisfied employees are more likely committed to the organization and also have stronger belief in achieving collective objectives.

In other direction, organizational commitment appears when an employee has positive feelings at work, such as job satisfaction, trust in management, or attractive remuneration and rewards (Meyer et al., 2002). Study of Meyer and companion also indicated that job satisfaction directly relates to organizational commitment. Job satisfaction is linked with the positive response to the workplace, whilst organizational commitment is more consistent and stable

(Reed, Kratchman, & Strawser 1994). Job satisfaction and organizational commitment are two very relevant working attitudes, which mean that there are some overlaps of them and there is a mutual effect on other variables.