Exploring Alternative relationships between perceived investment in employee development, perceived supervisor support and employee outcomes.

Team members:
Wadha Al-Tarrah 1201102017.
Sadaf Bakhtiari 1103102011
Jinan Al-Ali 1202102009

MGMT 501
Dr. Michel Zaitouni

9-11-2013

Table of Contents
Abstract 3
Introduction 4
Literature Review 5
Perceived Investment in Employee’s Development 5
Turnover Intention 6
Organization Citizenship Behaviour 6
Work Efforts and Work Quality 7
Perceived supervisor support 7
Affective Commitment 8
Methodology 8 procedures 8 participants and sample proportion 8
Measures 9
Analysis and Results 10
Discussion 15
References 17

Abstract
The purpose of this study was to examine the relationship between perceived investment in employees’ development, perceived supervisor support, work effort, work quality, and organization citizenship behavior in Kuwait. A survey was distributed among 200 employees from private and public sector showed that perceived investment in employee’s development (PIED) and Work effort has significant relationship with turnover. However, Organization citizenship behavior (OCB), Work Quality (WQ), and perceived supervisor support (PSS) do not have significant relationship with turnover. Therefore, turnover does not depend on PSS, WQ, and OCB in Kuwait workplace. These finding suggest the importance in implementing development HR practices because organization is not investing in developing employees’ skills and knowledge while employees are the key factor in every organization. In addition to that PIED seems to be needed in order to positively influence employees’ motivation and performance.

Introduction The growing global competition elucidates the need for innovation, responsiveness, flexibility and cooperation among business organizations.
Line Managers are responsible for implementing HR practise and policies and each manager uses a different approach and medium to deliver the stated HR policies to employees. The implementation of Most HR practices relies on either the managers’ actions or support (E.g. Purcel and Hutchunson, 2007; Purcell et al 2009). Studies have mentioned that, long term organizational success depends on the ability of firms to adapt its HR practices, behaviours’ and corporate entrepreneurship to match the current market conditions (Zellars & Tepper, 2003). In fact, the future success of an organization not only depends on holding the abilities and capabilities of the employees at a constant level but also establishing a continuous learning curve. Our study explores the degree to which an organization invests in employee development and employee outcomes by measuring the degree to which an employee perceives support from their immediate supervisor.
Perceived supervisor support refers to employees views concerning the degree to which their immediate line manager values their contributions and cares about their well-being (Kotke and Sharfinski, 1988). In other words an organization would invest in their employees’ development and the opportunity to absorb new skills and competencies. This would create a positive outcome where employees believe that the organization values their contribution and cares about their employability (Lee and Bruvold, 2003).
Furthermore, the employees should be trained adequately in their areas of expertise with additional knowledge given through seminars and conferences to enhance incorporation of new technologies. Second, employees should be motivated through appraisals, benefits and good remuneration packages (Kimberly 2008). Notably, self-motivation and training alone cannot bring out the best practices and capabilities of the employee. Motivation to employees creates an impression that they are needed within the organization and thus, they will work hard to achieve the set targets.
In order to explore the relationship between perceived supervisor support (PSS) and perceived investment in