Training and Development Opportunities

In corporate world, training and development opportunities are organised to meet the needed of workforce development and organizational success (Malinda and Mubarak 2016). Training and development programs contribute to retention, high performance, job satisfaction and employee dedication (Terera and Ngirande 2014). However, training and development opportunities can only realize the positive results if well planned. Poor training programs are a waste of time and organizational resources (Terera and Ngirande 2014).
Conversely, Noe et al (2017) shows that in the current competitive market environment organisations should ensure workforce dedication through a suitable strategy that prevent turnover. Similarly, Al-Emadi, Schwabenland and Wei (2015) demonstrate that employee retention is a challenge to job flexibilities. Studies by Pittino et al (2016) indicate that human resources practices are effective approaches to enhance commitment while reducing turnover. This suggests that besides HR activities, training and development opportunities are essential in helping employees gain skills and knowledge to meet the needs of competitive market (Memon, Salleh and Baharom 2016). Training highlights the use of organised guidelines and development activities to foster learning (Wright, 2018). Additionally, training activities can improve employee dedication.

Training and Development Opportunities

Extensive training programs helps in creating organisational support and career (Korsakienė et al. 2015). Nonetheless, training has to be based on objective evaluation of needs to contribute to effective enterprises. This is consistent with a research by Anitha (2016), which demonstrates that training initiatives can only be effective if they are well planned and consistent with value assessment to achieve retention (Cloutier 2015). Training programs are regarded as vital in developing a sense of belonging among workers whilst changing turnover feelings (Deery and Jago, 2015). In particular, highly dedicated workers have less turnover feelings. Turnover implies that a company has to hire more workers. However, recruitment process is time consuming costly. Actual turnover is hard to project compared to turnover intention.

Guaranteed Success

Generally, training determines the relationship between retention as well as commitment (Kossivi, Xu and Kalgora 2016). Moreover, Frost (2016) states that training is an investment, where companies bear the expenditure of training workers and ultimately expect returns in terms of retention and commitment from workers. Training programs enhance retention and commitment rate especially when workers regard them as investments and force them to provide returns to the firm. According to Treľová and Olšavský (2017), if organisations offer training and development opportunities to shows the human capital that they acknowledge their potential. The organisation on the other hand is also glad that employees want to learn. This can be a signal alerting the employer that workers want to learn and improve full potential. The planning and evaluation of employee education are important for the organisational growth. Nevertheless, the tangible outcomes are brought about by training and development opportunities that enhance employee profiles and vision of the organisation.

Training and Development Opportunities

Similarly, Kwon (2019) found that training and development activities are investment in employee skills. While training programs are not approaches for polishing the employee skill, they prepare workers for the future effects of competitive markets. These programs increase employee dedication by presenting them a platform for career development and job satisfaction. The net effect is a situation where employees are contented, an aspect that eliminates the thoughts of turnover while enhancing retention (Collini, Guidroz and Perez 2015). According to Hanaysha (2016), turnover is the main human capital threat for a company that should be considered. Companies that offer employee training and development activities on definite operations make them specialists instead of generalists. This issue enables the firm to limit opportunities resulting in development of dedicated workers, which influences retention rate.

With training programs, organisations can offer workers with support and value provision. In turn, these motivate employees, maintain attractiveness and competition. This augments the firm’s status among informed workers. Training programs also acts as a connection between the company and workers (Kontoghiorghes 2016). The connection creates a commitment factor that retains the workers. Evidence shows that training programs offers a social exchange between employee and employer.

Training and Development Opportunities

Moreover, in human resource, employee retention and development of skills promotes competitive edge (Terera & Ngirande, 2014). Managing employee turnover is challenging in any given organisation. High employee turnover rates leads to instability, stress and workload on the existing workers that escalates dissatisfaction (Hom et al. 2017). Firms with low levels of turnover gain competitive edge through via reduced labour expenses whilst increasing efficiency. On the other hand, skill shortage can adversely affect economic growth. According to Terera & Ngirande (2014), training and development opportunities lead to employee satisfaction. Specifically, training programs empowers workers with mew skills. By and large, training and development programs leads to intangible benefits including improve workforce commitment, retention and fulfilment.
Definitions
Compensation:
Compensation is the pay offered by organisations to employees for their efforts, skills and time. Compensation comprises of variable and fixed pay based on performance (Mabaso and Dlamini 2017) other scholars state that compensation is a monetary and non-monetary rewards offered for the services rendered.
Compensation based pay

Training and Development Opportunities

Salisu, Chinyio and Suresh (2015) allege that base pay is the amount of pay. The amount may differ with respect to employee rank or level of skills.
Job satisfaction
Job satisfaction is the feeling of contentment or happiness about a particular job owing to the fulfillment of material or monetary needs (Obschonka and Silbereisen 2015).
Employee turnover
Employee turnover is defined as a condition where workers leave the company for different reasons that have adverse effect the organisation with respect to efficiency (Al Mamun and Hasan 2017).
Training and development
Research shows that training and development is the process of improving skills, knowledge acquisition and change attitude (Terera and Ngirande 2014). In other words, training is a systematic process via which knowledge and skills are developed to overcome inefficiencies.