Research Handbook on Employee Turnover
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Research Handbook on Employee Turnover

Edited by George Saridakis and Cary L. Cooper

Covering the period of the financial crisis, this Research Handbook discusses the degree of importance of different driving forces on employee turnover. The discussions contribute to policy agendas on productivity, firm performance and economic growth. The contributors provide a selection of theoretical and empirical research papers that deal with aspects of employee turnover, as well as its effects on workers and firms within the current socio-economic environment. It draws on theories and evidence from economics, management, social sciences and other related disciplines.
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Chapter 8: Perception of training and turnover intention

Choi Sang Long, Mikkay Wong Ei Leen and Wan Khairuzzaman Wan Ismail


Regardless of the type of organization, human resource development is a crucial factor to increase productivity, accomplish performance goals and prolong competitive advantage (O’Regan et al., 2010). In the quest for high performance, employees’ talent in an organization cannot be underestimated. Training plays a crucial role in ensuring that knowledge is converted into an effective and efficient operation, consequently upholding security and career progression in an encouraging environment for success. It is an essential way for every organization to ensure that their workforce is top notch. This can be implemented through continuous development and improvement programmes (Schermerhorn et al., 2005). Noe (2002) defined training as a structured activity that was devised by the organization with the intention of augmenting the level of skills and knowledge of its employees, or to align employee behaviours and attitudes with the objective of the organization and the prerequisites of the job. The definition delineated by Noe (2002) also emphasized the expected outcome of training on employees’ attitudes and behaviour. Nowadays, training is common management practice in any organization. Training has become a central component of human resource management features, alongside several other human resource activities such as recruitment, selection and reward.

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