1. LOGO
Presented by Kuei Yuan Betty Li
Instructed by Dr Pi-Ying Teresa Hsu
The Relationship Between Perceived
Training Opportunities, Work Motivation
and Employee Outcomes
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2. Citation
Dysvik, A., & Kuvaas, B. (2008). The
relationship between perceived
training opportunities, work
motivation and employee outcomes.
International Journal of Training and
Development 12 (3), 138-157.
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5. Introduction
Definition
Training and Development (TAD)
A systematic approach to learning and
development to improve individual, team and
organizational effectiveness (Kraiger &
Ford, 2007, p.281)
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6. Introduction
Organizational citizenship behavior (OCB)
Organ (1988) defines OCB as “individual behavior that
is discretionary, not directly or explicitly recognized by
the formal reward system, and that in the aggregate
promotes the effective functioning of the organization”
(p. 4).
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7. Introduction
Research Question:
The study investigates the hypotheses
claiming that intrinsic work motivation
will mediate and moderate the
relationship between perceived training
opportunities and employee outcomes.
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8. Theory and hypotheses
Hypothesis 1
There is a positive relationship between perceived training
opportunities and: (a) task performance, (b) OCB, and a
negative relationship between perceived training
opportunities, and (c) turnover intention.
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9. Theory and hypotheses
Hypothesis 2
The relationships between perceived training
opportunities and : (a) task performance; and (b) OCB
are fully mediated by intrinsic motivation; (c) whereas the
relationship between perceived training opportunities and
turnover intention will be partly mediated by intrinsic
motivation.
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10. Theory and hypotheses
Hypothesis 3
The relationships between perceived training
opportunities and : (a) task performance; (b) OCBs; and
(c) turnover intention will be moderated by intrinsic
motivation. The higher the level of intrinsic motivation,
the more positive the relationship between perceived
training opportunities and : (a) task performance, and (b)
OCB. The higher the levels of intrinsic motivation, the
more negative the relationship between perceived training
opportunities and (c) turnover intention.
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16. Results
Hypothesis 1
There is a positive relationship between perceived training
opportunities and: (a) task performance, (b) OCB, and a
negative relationship between perceived training
opportunities, and (c) turnover intention.
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17. Results
Hypothesis 2
The relationships between perceived training
opportunities and : (a) task performance; and (b) OCB
are fully mediated by intrinsic motivation; (c) whereas the
relationship between perceived training opportunities and
turnover intention will be partly mediated by intrinsic
motivation.
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18. Results
Hypothesis 3
The relationships between perceived training
opportunities and : (a) task performance; (b) OCBs; and
(c) turnover intention will be moderated by intrinsic
motivation. The higher the level of intrinsic motivation,
the more positive the relationship between perceived
training opportunities and : (a) task performance, and (b)
OCB. The higher the levels of intrinsic motivation, the
more negative the relationship between perceived training
opportunities and (c) turnover intention.
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20. Limitations and research directions
Limitations
Participants from different organizations
A cross-sectional study → a longitudinal study
The reliance on self-reported questionnaire data
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21. Limitations and research directions
Implications
Positive reaction toward training opportunities being
insufficient in terms of obtaining vital employee
outcomes.
To guide practitioners in applied settings in
improving their TAD efforts by permeating them more
fully with theoretical knowledge and empirical
findings.
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