The Impact of Training Practices on Individual, Organisation, and Industry Skill Development

Abstract

This article discusses the way in which employers provide training and how it has an impact on individual, organisational, and industry skill development. It uses findings from a research study of the relationship between training and development and employee turnover. The study uncovered three training and development models that had likely consequences for employee turnover. These models were labelled Individual Development, Team Development, and Organisational Development. Individual Development contributed to higher employee turnover when it was adopted in a work environment which lacked employment-growth opportunities, and where employees perceived more external job alternatives. Team Development was likely to contribute to lower employee turnover if adopted in conjunction with other high-performance work practices, or if there was evidence of job embeddedness in the organisation. Finally, the Organisational Development model appeared to contribute to higher employee turnover when the training activities contributed to a lack of role clarity, and to poorer employee commitment to the organisation.