The relationship between perceived training and development and employee retention: the mediating role of work attitudes

Luke Fletcher, Kerstin Alfes, Dilys Robinson

Research output: Contribution to journalArticle

Abstract

This paper considers how utilizing a model of job-related affect can be used to explain the processes through which perceived training and development influence employee retention. We applied Russell's model of core affect to categorize four different forms of work attitude, and positioned these as mediators of the relationship between perceived training and development and intention to stay. Using data from 1,191 employees across seven organizations, multilevel analyses found that job satisfaction, employee engagement, and change-related anxiety were significantly associated with intention to stay, and were mediators of the relationship between perceived training and development and intention to stay. Contrary to our hypotheses, emotional exhaustion was not significantly associated with intention to stay nor acted as a mediator when the other attitudes were included. These findings show the usefulness of Russell's model of core affect in explaining the link between training and development and employee retention. Moreover, it suggests that studies examining employee retention should include a wider range of work attitudes that highlight pleasant forms of affect that induce motivational rather than impairment prevention effects.
Original languageEnglish
Pages (from-to)1-28
Number of pages28
JournalInternational Journal of Human Resource Management
DOIs
Publication statusPublished - 23 Dec 2016

Bibliographical note

This is an Accepted Manuscript of an article published by Taylor & Francis in International Journal of Human Resource Management on 23/12/2016, available online: http://www.tandfonline.com/10.1080/09585192.2016.1262888

Keywords

  • Employee retention
  • perceived training and development
  • job-related affect
  • multilevel analysis
  • work attitudes

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