This study examines the relationships between perceived training opportunities, intrinsic work motivation, and employee outcomes. The researchers hypothesized that intrinsic motivation would mediate and moderate the relationships between perceived training opportunities and outcomes like task performance, organizational citizenship behavior, and turnover intentions. The study surveyed 337 employees in Norway and found that intrinsic motivation fully mediated the impact of perceived training opportunities on task performance and organizational citizenship behavior. Intrinsic motivation partially mediated the impact on turnover intentions. Higher intrinsic motivation also strengthened the relationships between perceived training opportunities and positive employee outcomes.

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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3. Contents
Introduction1
Theory and hypotheses2
Methodology3
Results4
Discussion5
Limitations and research directions6
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4. Introduction
Purpose:
 To explore alterative relationships
between training of opportunities and
employee outcomes
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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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11. Methodology
Sample
Norway
2006
337persons
5-point Likert
response scale
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12. Methodology
 Analyses
 SPSS 15.0 - linear regression modeling
 LISREL 8.80 – a structural equation modeling (SEM)
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13. Results
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14. Results
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15. Results
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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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19. Results
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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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22. Reflection
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