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获得和保持组织的竞争优势对一个组织来说是非常关键的。一般来说，组织都会采取许多不同的政策来获得和保持其优势从而来超过其竞争对手，但是组织对对人力资源的利用仍然是不常见的。现阶段，确实存在一种通过人力资源来管理组织的趋势，但是仅仅只有少数组织利用了这个资源战略。而培训则可以作为人力资源管理实践的一个典型例子，同时还有助于组织获得竞争优势。当然，它还可以帮助员工更好更快地完成他们的工作。根据唐卡而言，人力资源是实现组织竞争优势的基本来源。而且人力资源既不能重复也不能在市场上轻易买到。培训可以为员工提供知识能力和技能，从而提高员工个人绩效，最终对组织绩效做出一定的贡献。

培训也是有一定的好处的，就像企业绩效、工作满意度和组织承诺等一样。我们都认为，员工培训的效益与组织承诺之间是有显著的关系的。因此，培训与组织承诺之间的关系也被许多专家进行了广泛的研究。在马来西亚和中国，专家们根据相关的背景知识，都对培训与组织承诺之间产生的积极关系进行了详细的研究。适当的人力资源实践可以使员工对组织做出一定的贡献。人对组织都是有感情的，因此与组织中的员工都不可能会离开组织，而只有组织的承诺和工作满意度才对员工离职意愿最有影响力的的因素。

Gaining and maintaining competitive advantage is critical to the organizations. Organizations adopt many policies to gain advantage over their competitors, but capitalizing human resources is still not frequently recognized. There is a growing trend of human resource practices but only few organizations capitalize people resource strategically. Training can be used as an example of human resource practices that contribute to attain advantage over competitors. It helps employees perform better on their jobs (MacMillan & Schuler, 1984). According to Thang (2009) human resource capital is basic source to achieve competitive advantage. Human capital is neither duplicated nor bought in the market. Training can provide abilities knowledge and skills that enhance individual performance and it ultimately lead towards organizational performance.

Training has several benefits like firm’s performance (Thang, 2009) , job satisfaction (Shore & Martin, 1989)and organizational commitment. There is a positive association between perceived employee training benefits and organizational commitment (Al-Emadi & Marquardt, 2007). Perceptions of training and its association with organizational commitment are widely researched. Studies conducted in Malaysian (Ahmad & Bakar, 2003) and Chinese (Newman, Thanacoody, & Hui, 2011) context depict strong positive correlation between training perceptions and organizational commitment. Adoption of proper human resource practices cause employees committed towards the organization. Employees who are emotionally attached with the organization are less likely to leave the organization. Organizational commitment and job satisfaction is most influential predictor of employee intention to leave (Karsh, Booske, & Sainfort, 2005).

It is important issue for the HR manager to control employee turnover. There are certain costs associated with replacing the existing employees like advertising, selecting, recruiting and training. New hires cannot start work effectively as previous workers perform, because he has to understand the culture of new organization. Turnover of trained employee is social loss for the organization. HR practices that enlighten the importance of training that is helpful in creating positive human attitudes and causes to enhance organizational performance due to employee retention.

The main objective of our study is to explore the association between training perceptions, affective commitment and employee turnover intensions. This relationship is researched in U.S (Bartlett, 2002) Malaysia (Ahmad & Bakar, 2003) and china (Newman, Thanacoody, & Hui, 2011) Pakistan has different organizational culture and perception of people. Considering the gap in the literature this article is effort to investigate the answers of following questions.

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