Impact of Training & Development on Organisational Commitment in the Saudi Banking Sector

Abstract

The knowledge and skills of employees are increasingly recognised as important for employees’ personal outcomes and the performance and competitiveness of the organisation in which they work. This study examines whether training and development (T&D) creates a more committed employee in the Saudi Arabian banking sector by: (1) measuring the impact of the eight identified T&D variables on employees’ affective, normative and overall organisational commitment using a multi-dimensional approach; and (2) the effect of employee development opportunities on organisational commitment. Although there have been studies on this topic in countries around the world, very little has been carried out in Saudi Arabia, particularly with bank employees. A quantitative questionnaire survey was electronically sent to bank employees, receiving 102 responses. Analysis of the data from these revealed that not all of the identified T&D factors impact on organisational commitment. Support for Training and Growth Opportunities are positive significant predictors of affective and normative commitment. Job Performance after Training is only a positive significant driver of affective commitment, but not the other types of commitment. Access to Training is found to have a negative impact on overall commitment, while Quality of Training is the only positive driver of overall commitment. These results have HR and management implications, so practical suggestions can be made, including improving access to employee training by relaxing bureaucratic constraints, promoting peer and managerial support for training, promoting growth and advancement opportunities, and placing emphasis on job performance after training.