and other sociological factors are also highly relevant in the process of employee training and development. Motivation theory not only informs best practices when developing training programs and technologies, but also how to encourage employees to identify with the organization and invest personally in the organization’s outcomes. Employee participation can be encouraged with specific processes and techniques that are evidence-based, and in turn linked to prevailing theories of social learning, identity construction, and motivation (Saad, Mat & Awadh, 2013). Basing training and development programs on theory helps provide the overarching philosophical framework organizations need to ensure that their human resources practices coincide… Continue Reading...
to know how high-potential employees respond to specific types of incentives, mentoring methods, and formal approaches to employee training and development. Organizations that apply evidence-based practices to developing and retaining high-potential employees are more likely to receive returns on their investments.
Review of Literature
Somewhere between 40 and 60 percent of global organizations have formal high potential employee development programs, such as fast-tracking, in place (Dries & DeGieter, 2013). The reason these programs are being increasingly put into place in spite of their additional costs is that high-potential employees are known to be “twice as valuable to an organization” compared to the average employee, and are “75… Continue Reading...
practices used in nonprofits. Similarly, few studies have used qualitative methods to determine HRM and employee perceptions of employee training and development programs. Existing studies on employee retention, development, and training in non-profit organizations focus mainly on mission statements, and less on the specific tools and strategies used by human resources managers.
Mission Critical
There is even some tension in the literature regarding the efficacy of mission statement in employee retention strategies, driving HRM research more towards an investigation of the actual training and development tools used to empower and retain top talent. For example, Brown & Yoshioka (2003) found that even when employees remained motivated and engaged… Continue Reading...
