Creating value for employees: investment in employee development

By Chay Hoon Lee, Norman T. Bruvold. 2003

674 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/1dcb68477997d3459bd3b73ad02ad4bbb5e60a4a

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

The Development and Validation of the Feedback Orientation Scale (FOS) (2010, background): “Research has shown that employers who commit to investing in development have employees with higher satisfaction, greater affective commitment, and lower intentions to leave (Lee & Bruvold, 2003).”
The contribution of corporate social responsibility to organizational commitment (2007, result): “Similarly the positive relationship between training and affective commitment is consistent with earlier work (Caldwell et al., 1990; Williams and Hazer 1986; Meyer et al, 2002; Lee and Bruvold, 2003; Saks, 1995; Gregerson and Black, 1990).”
Career satisfaction, organizational commitment, and turnover intention (2010, background): “As the interests in organizational commitment are based on the belief that it is related to employee turnover (Meyer and Allen, 1997), a number of studies have been done related to intent to leave or turnover (Koch and Steers, 1978; Lee and Bruvold, 2003).”
Does perceived support in employee development affect personnel turnover? (2011, background): “Moreover, organizational forgetting (Darr et al., 1995) and a reduction of morale among remaining employees are common negative consequences of excessive turnover (Lee and Bruvold, 2003; Benson et al., 2004).”
Employee empowerment, job satisfaction and organizational commitment (2011, background): “Therefore, turnover intention is considered to have an immediate causal effect on turnover and is believed to be the best predictor of actual turnover by many researchers ( Lee and Bruvold, 2003”
High-performance work system and intention to leave: a mediation model (2014, methodology): “Job satisfaction was measured using the three-item scale adapted by Lee and Bruvold (2003) from the general measure of satisfaction proposed by Quinn and Staines (1979).”
Participation in continuous, on-the-job training and the impact on job satisfaction: longitudinal evidence from the German labour market (2007, background): “…organizational performance and build an employee’s affective response to aspects of the job and the employer (Blau, 1964; Cotton and Tuttle, 1986; Happock, 1935; Lawler and Porter, 1967; Lee and Bruvold, 2003; Locke, 1976; Smith et al., 1969; Tietjen and Myers, 1998; Wright and Hamilton, 1978).”
Performance appraisal satisfaction and employee outcomes: mediating and moderating roles of work motivation (2006, methodology): “Using a social exchange lens (e.g., Coyle-Shapiro and Conway, 2004; Eisenberger et al., 1990; Lee and Bruvold, 2003), employees who believe their organization is committed to providing them with developmental activities may feel an obligation to ‘repay’ the organization through high work performance”
Exploring alternative relationships between perceived investment in employee development, perceived supervisor support and employee outcomes (2010, background): “McGovern et al. (1997) and others (e.”
Employee development and turnover intention: theory validation (2013, background): “Similarly, Lee and Bruvold (2003) believe that if organizations are looking for sustained competitive advantage they should create cultures where sustained employee development programs are highly supported.”