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LOGO
Presenter: Kuei -Yuan Betty LiAdvisers : Dr. Tieh-Chun Chang Dr. Pi-Ying Teresa HsuDate : December 23, 2013
The Effects of Organizational Training on Life Insurance Employees’ Organizational Commitment and Turnover intention
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Contents
I. Introduction
II. Literature Review
III. Methodology
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I. Introduction
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BackgroundMotivationJob CharacteristicsQuestionsPurposeGapContribution
INTRODUCTION
Background Prosperous developing life insurance in Taiwan
Abundant organizational training High turnover rate Turnover rate
= 100% - 45.37% Retention Ratio =54.63%
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INTRODUCTION
Research Motivation The effects of organizational training on
organizational commitment at hotel industry (Bulut & Culha, 2010)
The effects of organizational training
at life insurance industry On organizational commitment On turnover intention
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INTRODUCTION
Job Characteristics Salespeople
Working in any places and time for any clients Graduated from senior high or vocational schools Flexible job description Performance-oriented bonus
Office staff Working in the office on working days Graduated from colleges or universities Fixed job description Stable salary
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INTRODUCTION
Research Questions What are the effects of organizational training on life
insurance employees’ organizational commitment?
What is the relationship between life insurance
employees’ organizational commitment and turnover
intention?
What are the differences between salespeople and
office staff in terms of the organizational training,
organizational commitment and turnover intention?
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INTRODUCTION
Research Purpose To investigate
the effects of organizational training on life insurance employees’ organizational commitment
the relationship between organizational commitment and turnover intention
the differences between salespeople and office staff in terms of organizational training, organizational commitment and turnover intention
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INTRODUCTION
Research Gap
Multidimensional researches regarding salespeople
Few researches regarding office staff The complementary data for office staff
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INTRODUCTION
Research Contributions To distinguish
the elements affecting life insurance employees’ organizational commitment
the relationship between organizational commitment
and turnover intention the roles of job characteristics between salespeople
and office staff
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II. Literature Review
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Organizational TrainingOrganizational CommitmentTurnover IntentionHypothesis Structure
LITERATURE REVIEW
Organizational training “Employees perceived training as operationalized
with a multidimensional structure of motivation,
access, benefits and support.”
(Bulut & Culha, p.311, 2010)
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LITERATURE REVIEW
Organizational training Motivation to training “a specific desire of the trainee to learn the content of
the training program and use the knowledge and skills mastered in the training program on the job”
(Noe, 1986, p.743).
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LITERATURE REVIEW
Hypothesis 1 H1a: Life insurance employees’ perceived motivation
to training significantly influences their
organizational commitment.
H1b: Life insurance salespeople’s perceived motivation
to training is significantly different from life
insurance office staff’s.
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LITERATURE REVIEW
Organizational training Opportunities of Training Training opportunities serve a general purpose in
making the employees feel important and taken care of by the organization.
Perceived training opportunities can enhance employees’ motivation, task performance, discretionary efforts and intentions to stay.
(Dysvik & Kuvaas 2008)
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LITERATURE REVIEW
Hypothesis 2 H2a: Life insurance employees’ opportunities of
training significantly influences their
organizational commitment.
H2b: Life insurance salespeople’s opportunities of
training is significantly different from life
insurance office staff’s.
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LITERATURE REVIEW
Organizational training Benefits from Training
Personal benefits To establish their network To improve their job performance To make progress toward their personal
development
(Noe & Wilk, 1993)
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LITERATURE REVIEW
Organizational training Benefits from Training
Career benefits To identify career objectives To reach career objectives To create opportunities to pursue new career
paths
(Noe & Wilk, 1993)
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LITERATURE REVIEW
Organizational training Benefits from Training
Job-related benefits To lead to better relationships between peers and
managers To provide a necessary break from the job
(Noe & Wilk, 1993)
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LITERATURE REVIEW
Hypothesis 3 H3a: Life insurance employees’ perceived benefits
from training significantly influences their
organizational commitment.
H3b: Life insurance salespeople’s perceived benefits
from training is significantly different from life
insurance office staff’s.
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LITERATURE REVIEW
Organizational training Support for Training ”the extent to which employees perceive that their
contributions are valued by their organization and that the firm cares about their well-being”
(Eisenberger et al. 1986, p.501)
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LITERATURE REVIEW
Hypothesis 4 H4a: Life insurance employees’ perceived support for
training significantly influences their organizational
commitment.
H4b: Life insurance salespeople’s perceived support for
training is significantly different from life insurance
office staff’s.
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LITERATURE REVIEW
Organizational commitment The psychological linkage between employees and their
organizations taken as three quite different forms, affective commitment, continuance commitment, and normative commitment.
(Allen & Meyer, 1996 )
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LITERATURE REVIEW
Hypothesis 5 H5a: Life insurance employees’ organizational
commitment significantly influences their
turnover intention.
H5b: Life insurance salespeople’s organizational
commitment is significantly different from life
insurance office staff’s.
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LITERATURE REVIEW
Turnover Intention “the last in a sequence of withdrawal cognitions, a set to
which thinking of quitting and intent to search for alternative employment also belong”
(Tett & Meyer 1993, p. 262)
Hypothesis 6 Life insurance salespeople’s turnover intention is
significantly different from life insurance office staff’s.
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LITERATURE REVIEW
Hypothesis Structure
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Turnover intention
H 6
Organizational training
Motivation to training
Opportunitiesof training
Benefits from training
Support for training
H 1
H 2
H 3
H 4
Organizational commitment
H 5
III. Methodology
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ParticipantsData CollectionQuestionnaire DesignProcedureMeasurement
Methodology
Participants Employees at a listed life insurance company (2012)
Taichung branch
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5586Salespeople - Taichung branch
Office staff - Taichung branch
Total employees: 15,007 28
Other branches- 9,157
Methodology
Data Collection By quantitative survey Convenience sampling 7-point-Likert questionnaires
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(1) Motivation to organizational training
1 2 3 4 5 6 7
1: Strongly disagree
2: Disagree
3: Somewhat disagree
4: Neutral
5: Agree 6: Somewhat agree
7: Strongly agree
1 I try to learn as much as I can from training programs. 2 I tend to learn more from training programs than most
people.
Methodology
Questionnaire design Part I: Demographical Details
1. Gender: □ male □ female
2. Marital status: □ single □ married □ others
3. Job characteristics:
Office staff: □ staff □ lower manager □ middle manager
□ upper manager
Salespeople: □ salesperson □ lower manager □ middle manager
□ upper manager
4. Age: □ under 25 □ 25-34 □ 35-44 □ 45-54 □ over 55 years old
5. Seniority: □ under 1 year □ 1~5 years □ 6~10 years □ 11~15 years
□ over 16 years
6. Education: □ Under high school □ High school □ Bachelor □ Master
□ Ph. D.
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Methodology
Questionnaire Design Part II. Statements
Organizational training Motivation to organizational training Opportunities of participating organizational training Benefits from organizational training Support for organizational training
Organizational commitment (Bulut & Culha, 2010; Dysvik & Kuvaas,2008)
Turnover intention (Newman, Thanacoody & Hui, 2011)
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a 0.7 ; p 0.05
Methodology
Procedure
1
Literature Review
Questionnaire
Design
2013
2
Pilot Test
60 office staff
60 salespeople
Jan, 2014
3
Questionnaires
200 office staff
1,000 salespeople
Feb, 2014
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Methodology
Measurement Statistical Product and Service Solutions (SPSS )
Descriptive Statistics the distribution of demographic data
T-test the differences between salespeople and office staff
Correlative Statistics the relativeness among variables
Regression the effects of the organizational training
Structural Equation Modeling (SEM ) Confirmatory Factors Analysis (CFA)
the proposed interrelationships among variables
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