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Positive organizational scholarship in healthcare: The impact of employee training on performance, turnover, and stress

Published online by Cambridge University Press:  29 August 2019

Şenay Sahil Ertan Open the ORCID record for Şenay Sahil Ertan [Opens in a new window]  and
Harun Şeşen
Şenay Sahil Ertan*
Affiliation:
Department of Business Administration, European University of Lefke, Faculty of Economics and Administrative Sciences, Gemikonağı 99728, Mersin 10, Turkey
Harun Şeşen
Affiliation:
European University of Lefke, Faculty of Economics and Administrative Sciences, Gemikonağı 99728, Mersin 10, Turkey
*
*Corresponding author. Email: [email protected]
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Abstract

Based on positive organizational scholarship in healthcare, this study examined the relationships between four dimensions of employee perception of training: workplace stress, organizational outcomes, job performance, and turnover intentions. We hypothesized that employee training perception would have a negative relationship with workplace stress and that stress would mediate the relationship between employee training perception, job performance, and turnover intentions. We obtained data on 317 elderly-care workers in Northern Cyprus and analyzed it using structural equation modeling. Employee training perception was negatively related to workplace stress, and stress was negatively related to job performance and positively related to turnover intention. In line with Job Demand-Resource theory (JD-R), workplace stress partially mediated the relationship between employee training perception and organizational outcomes. The study contributes to the literature by confirming that elderly-care organizations that provide training opportunities for employees can reduce workplace stress, build organizational strengths, and facilitate positive outcomes.

Keywords

positive organizational scholarship (POS)training and developmentturnoverwork-related attitudes/behaviors
Type
Research Article
Information
Journal of Management & Organization , Volume 28 , Issue 6 , November 2022 , pp. 1301 - 1320
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2019

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