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Transformational Training Programs and Quality Orientation of Employees: Does Employees’ Loyalty Matter?

Author

Listed:
  • Nidal Fawwaz Al Qudah

    (School of Management, Harbin Institute of Technology, Harbin City 150001, China)

  • Yang Yang

    (School of Management, Harbin Institute of Technology, Harbin City 150001, China)

  • Muhammad Adeel Anjum

    (School of Management, Harbin Institute of Technology, Harbin City 150001, China
    Department of Management Sciences, Balochistan University of Information Technology, Engineering and Management Sciences, Quetta City 87300, Pakistan)

Abstract

Transformational training programs, employee loyalty and quality orientation of employees have been some of the important concerns for both academicians and practitioners for decades. Yet, little is known about their underlying relationship dynamics, especially in the context of higher education institutions. The pivotal aim of this study was to investigate the interplay of transformational training programs, loyalty and quality orientation of employees. For this, a causal model demonstrating the direct and indirect relationships of transformational training programs, employee loyalty and quality orientation was built and tested. Data for this study were collected from 212 ( n = 212) academics (deans, head of departments and faculty members) from all private sector universities in Amman, Jordan, through a cross sectional survey. Results indicated that both direct and indirect effects of transformational training programs on quality orientation of employees were significant. More specifically, the positive effects that transformational training programs have on quality orientation of employees are through employee loyalty. This finding significantly advances the existing body of knowledge and implies that transformational training programs enhance employees’ loyalty which, in turn, escalates employees’ orientations towards quality. Hence, it is concluded that the objective of inculcating quality orientation amongst employees cannot be achieved with mere reliance upon transformational training programs. Several contextual factors, such as employee loyalty, should also be focused on and fostered to ensure the effects that training programs have on certain desirable outcomes.

Suggested Citation

  • Nidal Fawwaz Al Qudah & Yang Yang & Muhammad Adeel Anjum, 2018. "Transformational Training Programs and Quality Orientation of Employees: Does Employees’ Loyalty Matter?," Sustainability, MDPI, vol. 10(2), pages 1-13, February.
    • Handle: RePEc:gam:jsusta:v:10:y:2018:i:2:p:465-:d:131190
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    References listed on IDEAS

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    Cited by:

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    2. Sidra Riaz & Yusen Xu & Shahid Hussain, 2019. "Workplace Ostracism and Knowledge Hiding: The Mediating Role of Job Tension," Sustainability, MDPI, vol. 11(20), pages 1-16, October.
    3. Mochamad Arief Budihardjo & Bimastyaji Surya Ramadan & Soraya Annisa Putri & Indah Fajarini Sri Wahyuningrum & Fadel Iqbal Muhammad, 2021. "Towards Sustainability in Higher-Education Institutions: Analysis of Contributing Factors and Appropriate Strategies," Sustainability, MDPI, vol. 13(12), pages 1-14, June.
    4. Abayomi Olarewaju Adeoye & Onyia Hope, 2020. "Organizational Culture, Employee Retention and Employee Loyalty: Empirical Evidence from Nigeria," Academic Journal of Economic Studies, Faculty of Finance, Banking and Accountancy Bucharest,"Dimitrie Cantemir" Christian University Bucharest, vol. 6(3), pages 139-145, September.

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