| The "fourteenth five-year plan" suggests that China should deeply implement the strategy of strengthening the country with talents and innovation driven development strategy.The improvement of the quality of human capital and technological progress will become the main driving force of China’s economic growth in the future.Similarly,the survival and development of organizations also depend on the improvement of the quality of the internal labor force,which puts forward higher requirements for organizational training.With the advent of the era of protean and boundless career,people’s concept of employment has changed fundamentally,and organizations have to face the frequent job hopping of employees.This makes organizations fall into a training dilemma,that is,they are not willing to provide relevant training because they are worried about the accelerated loss of employees after training.As a result,the performance level of employees is low,or the employees leave because the needs of career growth are not met,which restricts the development of organizations.So,will organizational training help organizations retain employees or promote employees to find another job? How did the impact of training come into being? These are the core issues of this study.The theoretical significance of this study is to provide new ideas for the theoretical research on the impact of training on employees’ attitude and behavior,and promote the research and application of micro measurement of training and career growth in China.The practical significance lies in providing the basis for the adjustment of training mode under the "new normal",explaining the difficulties faced by organization training from a new perspective,and providing suggestions for organizations’ management practice.Based on the "S-O-R" model of cognitive psychology,supported by human capital investment theory and social exchange theory,this paper explores the internal mechanism of the influence of training on employees’ organizational commitment and turnover intention through the mediating variable of career growth,and takes person-organization fit as a moderating variable to construct a moderating mediation model,to examine the contingency mechanism of mediation.On the basis of theoretical research,this study uses in-depth interviews and questionnaires to conduct empirical research.A total of 10 executives and 10 employees were interviewed,870 valid questionnaires were collected,SPSS and STATA were used for data analysis and processing.The main conclusions are as follows.1)Training has a significant positive correlation with organizational commitment and a significant negative correlation with turnover intention,that is,training has a significant impact on the stability of employment relationship.Moreover,the impact of training on organizational commitment is greater than that on turnover intention.Among the four dimensions of training,superior support has the greatest impact on employees’ willingness to stay or leave.2)Training has a significant positive impact on career growth.3)Career growth has a significant positive impact on organizational commitment and a significant negative impact on turnover intention.4)Career growth partly mediates the relationship between training,organizational commitment and turnover intention.That is to say,training can not only directly affect the willingness of employees,but also indirectly affect the employment relationship through career growth.5)The input-outcome effect of training is obviously positive,and the direct effect,indirect effect and total effect of training are positive.6)Person-organization fit moderates the mediating effect of career growth on organizational commitment,that is,employees with high degree of person-organization fit get career growth after training,and the improvement of organizational commitment is greater than that of employees with low degree of fit.However,person-organization fit does not adjust the mediating effect of career growth on turnover intention.7)The dimension and scale of training have good applicability in China.The reliability and validity of the career growth scale are good,but the four dimensions of the original scale are combined into two dimensions.In the organizational commitment scale,the items of affective commitment point to the turnover intention of employees,and the items of continuous commitment and normative commitment point to the employee’s intention to stay.The dimension of value fit in the person-organization fit scale is deleted.8)Demographic characteristics have different effects on each research variable.The above conclusions have the following implications for the management practice of organizations.1)Organizations should strengthen the support of their superiors and build a supportive organizational environment.2)Organizations should provide different kinds of training and give full play to the positive effect of training willingness.3)Organizations should help staff’s career growth,strengthen internal driving force.4)Organizations should recruit employees who match the organization and improve the effectiveness of training.This study believes that organizational training is an important form of human capital investment,and also an important factor affecting the employment relationship.In the era of changing economic environment,social environment and employment environment,the change of employment relationship is inevitable.Organizations have to examine changes with a more open and flexible vision,gradually improve their ability to adapt to changes,manage changes and guide changes.Organizations should maximize the positive effect of training investment,spare no effort to build a platform for employees’ career growth and person organization fit through training,and give employees a reason to stay.This is not only conducive to the long-term development of the organization itself,employees will also return to the organization with high organizational commitment and low turnover intention. |
