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The question arises that how training is a source of reducing turnover. This perspective is analyzed in terms of commitment. An organization that provides training opportunities to their employees gives the signal of care. It shows that organization invests in human capital and they acknowledge their significance in term of overall organizational performance. These organizations are very attractive to the employees because of emotional attachment to give something in return. Thus workers are more interested to stay in those organizations that offer training opportunities because it increases the employability (Groot & etal, 2000) citation prob. Training gives the impression of care and importance of employees, so they will be loyal with the organization. Organizations that invest on training give the feeling of values and they will be less interested to quit (Barrett & al, 2001).

培训与离职---Training and Turnover:

In the literature of training and turnover perceptions of gender differences are exist. A longitudinal analysis shows that men’s are more interested in training than women. It may be due to men’s more consciousness about career building. She also identified perception of formal education on training is misleading. These two variables have no impact on turnover (Royalty, 1996). Organizations spending on employee’s development expected certain benefits. Organizations invested in employee advancement will have more satisfied and commitment employees. The relationship between perceived spending on workers development and turnover intention is fully mediated by job satisfaction and affective commitment. But continuous commitment is not mediated the relationship. The theoretical background to analyze the relation is social exchange theory and data were collected from nurses of Singapore and US (Lee & Bruvold, 2003). Furthermore, it is argued that those organizations invested more in training that had more inflow of employees. They justified this as new employees need training to better perform their work tasks. They collected data from various sectors and results shows that software industry highly invested in training. If there is more voluntary turnover in the organization it will cause investment in training to fulfill the knowledge gap. Availability of internal labor market also causes investment in training activities for the purpose of succession planning (Forrier & Sels, 2003). To explain the causality between training and turnover a combination of deductive and inductive approach is used. Research investigate training related issues like gender differences in training opportunities, investment in general and specific training, and impact of training on workers (Foreman, 2008) citation problem Employees getting more training opportunities have less intention to leave organization. This relationship is based on contingencies that intrinsic motivation is acted as moderator. He investigates employee outcomes getting from professed training opportunities (Dysvik & Kuvaas, 2008).

Training has different human resource and organizational outcome. Human resources outcome comprises of enhancement of knowledge, improved skills and abilities. HR outcomes are also in the form of attitudinal, behavioral and motivational. These HR efficiencies are ground reasons to achieve organization本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。