Employees training and its impact on learning and creativity: moderating effect of organizational climate

  • Received January 27, 2019;
    Accepted March 12, 2019;
    Published June 24, 2019
  • Author(s)
  • DOI
  • Article Info
    Volume 17 2019, Issue #2, pp. 430-439
  • Cited by
    2 articles

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License

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.

view full abstract hide full abstract
    • Figure 1. Proposed model
    • Figure 2. Structural model
    • 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