Employees training and its impact on learning and creativity: moderating effect of organizational climate
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Received January 27, 2019;Accepted March 12, 2019;Published June 24, 2019
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Author(s)Link to ORCID Index: https://orcid.org/0000-0002-0473-1957Link to ORCID Index: https://orcid.org/0000-0002-8209-8560Link to ORCID Index: https://orcid.org/0000-0003-2463-801X
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DOIhttp://dx.doi.org/10.21511/ppm.17(2).2019.33
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Article InfoVolume 17 2019, Issue #2, pp. 430-439
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Cited by5 articlesJournal title: International Journal of Educational ManagementArticle title: Unleashing the creative spark: the mediating role of employee work engagement on the relationship between employee training and creativityDOI: 10.1108/IJEM-07-2023-0342Volume: 38 / Issue: 2 / First page: 429 / Year: 2024Contributors: Yuvika Singh, Shivinder PhoolkaJournal title: Revista Venezolana de GerenciaArticle title: Clima organizacional: Una mirada desde la capacitación, experiencia personal e igualdad en empresas hoteleras mexicanasDOI: 10.52080/rvgluz.28.e10.11Volume: 28 / Issue: Especial 10 / First page: 1041 / Year: 2023Contributors: Virginia Guadalupe López Torres, Angélica Montaño Armendáriz, Mariana Monserrat Valenzuela Montoya, Luis Ramón Moreno MorenoJournal title: EuroMed Journal of BusinessArticle title: The effect of coaching on employees as mediated by organisational citizenship behaviour: case of LebanonDOI: 10.1108/EMJB-06-2020-0059Volume: 17 / Issue: 1 / First page: 21 / Year: 2022Contributors: Bassem Maamari, Soha El Achi, Dorra Yahiaoui, Samer François NakhleJournal title: Frontiers in PsychologyArticle title: The moderating effect of employee growth climate on the relationship between work engagement and job outcomes among plantation workers in North Sumatra, IndonesiaDOI: 10.3389/fpsyg.2022.968572Volume: 13 / Issue: / First page: / Year: 2022Contributors: Vivi Gusrini Rahmadani, Wilmar B. Schaufeli, Rahma Fauzia, Dina NazrianiJournal title: SSRN Electronic JournalArticle title: The Influence of Transformational Leadership on Employee Creativity Mediated by Organizational Culture and Organizational Learning (Studies on ESQ Employees)DOI: 10.2139/ssrn.3757886Volume: / Issue: / First page: / Year: 2020Contributors: Widia Fatimah, Fanny Martdianty
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Economic development of any country depends on its natural resources, as well as availability of human resource. Every aspect, actions and activities in an organization involve people. Out of various resources, the human resource management has become critical resource for gaining the competitive edge. Today, most of the countries are giving attention and putting their effort to the development and training of their human resources. Training is effort initiated by an organization to foster learning among its workers. Training and development are a continuous effort designed to enhance employee learning, as well as his/her creativity, which is helpful in improving employees’ competence and organizational performance. The present research work examines the moderating and mediating role of organizational climate between employees training and creativity. In a survey of 324 employees working in various SME of Dehradun area, it was found that both employee creativity and employee learning foster organizational climate. Further, the mediation effect of organizational climate on learning and creativity is different. The study shows that creativity is partially mediated, but learning has no significant effect on organizational climate. The study suggests that companies must focus on training their employees so that employees become creative and learn new practices for improving their competencies at work. The study also suggests finding the means of improving organizational climate because of its rich contribution towards improving employee creativity and learning.
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JEL Classification (Paper profile tab)M5, I21, J24, J31
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References26
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Tables9
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Figures2
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- Figure 1. Proposed model
- Figure 2. Structural model
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- Table 1. Demographics details
- Table 2. AVE, CR, Cronbach’s alpha and loading details
- Table 3. Factor loadings with item details and construct’s alpha
- Table 4. Details of CMIN/DF
- Table 5. Details of GFI and other indicators
- Table 6. Details of NFI and other indicators
- Table 7. Details of RMSEA and other indicators
- Table 8. Details of path coefficients
- Table 9. Details of mediation
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Non-financial factors affecting the operational performance of hospitality companies: Evidence from Vietnam
Trung Kien Phan , Thi Hong Thuy Nguyen , Thu Ha Dang , Van Thuan Tran , Kim Ngoc Le doi: http://dx.doi.org/10.21511/ppm.19(4).2021.05Problems and Perspectives in Management Volume 19, 2021 Issue #4 pp. 48-62 Views: 9058 Downloads: 1408 TO CITE АНОТАЦІЯNon-financial factors including quality of services, the flexibility of a company, utilization of resources, and market orientation are regarded as significant determinants that enhance the profitability-based performance of a service company or a hotel. The study investigated the interaction between these factors and hotel operating performance measured by the hospitality performance and results indicators. Data on 346 executives of Vietnam’s hospitality companies were collected. A structural equation modeling (SEM) method was utilized to examine the positive-direct and moderating effects of non-financial factors on hotel performance in terms of occupancy rate (OCR), average daily rate (ADR), and the revenue per available room (RevPAR). The findings showed that service quality ( = 0.118, p < 0.05), flexibility ( = 0.173, p < 0.05) and resource utilization (= 0.172, p < 0.05) positively affected the performance of Vietnam’s hospitality companies. Meanwhile, innovation showed no direct influence (p = 0.068) but an indirect impact on the performance through service quality ( = 0.311, p < 0.05). Market orientation did not impact the performance (p = 0.076) but it positively affected both innovation ( = 0.322, p < 0.05) and service quality ( = 0.146, p < 0.05). The study contributed to a theoretical enhancement of the current level of knowledge on the factors that affect the performance and developed a reliable scale for measuring the performance of hotels in Vietnam.
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Exploring fast moving consumer goods (FMCG) small, medium and micro enterprises manufacturers’ need for innovation to achieve growth
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Life insurance companies marketing strategy in the digital world
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