People are Our Hope
KRIVET Issue Brief
Importance of Company Trainers’ On-the-Job Training Execution Capacity in Enhancing the Organizational Commitment of the Work–Learning Dual- System Employee Trainees
- In this study, the positive (+) influence of work–learning dual-system employee trainees ’ job and training program satisfaction levels on their organizational commitment was found to increase with the company trainers ’ higher on-the-job training (OJT) execution capacity.
- For each unit (1 point) increase in the company trainers ’ OJT execution capacity, the influence (conditional effect) of the employee trainees ’ job and training program satisfaction levels on their organizational commitment increased by 0.036 and 0.033 points, respectively.
- In other words, the influence of the work–learning dual-system employee trainees ’ positive job and training program evaluations on their emotional attachment to the organization varied depending on the company trainers ’ OJT execution capacity.
01 Necessity of Data Analysis
| It is necessary to find what is the contribution from the OJT execution capacity by the company trainer for the improvement of the organizational effectiveness of the learning company and seek what kind of political support.
The companies that participate in the work–learning dual system do so not only to develop their employee trainees’
competencies but also to improve their organizational performance and efficiency. Company trainers play a pivotal role in this by providing OJT to the employee trainees, evaluating their achievements, and helping them adapt to the organization and work.
This study thus aimed to identify how company trainers’ OJT execution capacity level contributes to the improvement of the company’s organizational efficiency, and to seek measures for policy support for such. Additionally, because many host companies are concerned that the OJT program graduates will leave the company or change jobs after their completion of the program.
The study focused on organizational commitment (emotional commitment to the company or organization) because it can help address the aforementioned concern of host companies given that employees tend to have a higher intention to stay in the company or organization when they have developed an attachment to and emotional bond with it. The implications of the study findings are also discussed.
| Data for analysis: Raw data from the Survey for Participation of Student Trainees of the Work–
Learning Dual System: Current Status and Activation Plan, Human Resources Development Service of Korea and KRIVET (2018)
Subjects of analysis: 540 graduates and 372 dropouts of the work–learning dual system programs1) Method of analysis
- Descriptive statistical analysis, Pearson’s product–moment correlation analysis, ordinary least squares analysis, regression analysis, and floodlight analysis (Johnson–Neyman technique) were performed.2
I Footnote I
1) For more details about the data collection that was done and the variable measurement methods that were used, refer to Jeon, Seung-hwan et al. (2018), Participation of Student Trainees of the Work–
Learning Dual System:
Current Status and Activation Plan, Human Resources Development Service of Korea – Korea Research Institute for Vocational E d u c a t i o n & T r a i n i n g (KRIVET).
2) SPSS PROCESS Macro (Ver.
3.4) Model 1 was used to identify the significance of the moderation and conditional effect of the company trainers’ OJT execution capacity level (bootstrap 10,000 times; significance level 5%).
Publisher: Young Sun Ra | Date of issue: March 2, 2020 | Issued by: Korea Research Institute for Vocational Education and Training (KRIVET)
2020 No.179
KRIVET Issue Brief
- For the variables that were used for the regression analysis3, the dependent variable was the employee trainees’ organizational commitment (emotional commitment to the organization)4, the independent variables were the employee trainees’ training program satisfaction and job satisfaction5, and the moderating variable was the company trainers’ OJT execution capacity6. All these variables were measured on a 5-point Likert scale.
-
-
.임 임02 Moderation and Conditional Effect of the Company Trainers
.’ OJT Execution capacity
| The effect of the employee trainees’ satisfaction with the training program on their organizational commitment varied depending on the company trainers’ OJT execution capacity level.
As shown in Table 1, because the coefficients (0.0327) of the interaction term (XW) and the increase in explanatory power (△ R2) were significant, the company trainers’ OJT execution capacity level moderated the relationship between the employee trainees’ satisfaction with the training program and their organizational commitment.
- The coefficient of the interaction term indicates that when the company trainers’ OJT execution capacity level increases by one unit (1 point), the effect of the employee trainees’ satisfaction with the training program on their organizational commitment increases by about 0.033 points.
<Table 1> Moderation and Conditional Effect of Company Trainers’ OJT Execution capacity Level on the Relationship between Employee Trainee Training Program Satisfaction and Organizational Commitment7
Div. coeff se t p LLCI ULCI
Constant -.4372 .7802 -.5604 .5754 -1.9684 1.0940
X. Training program satisfaction .0337 .0635 .5311 .5954 -.0909 .1584
W. OJT execution capacity level -.0139 .0569 -.2447 .8067 -.1256 .0978
XW .0327 .0160 2.0467 .0410 .0013 .0641
R2[F(p)], △R2[F(p)] .6437[66.7630(.0000)], .0017[4.1890(.0410)]
Conditional effect
W Effect se t p LLCI ULCI
-1 SD 2.2573 .1076 .0430 2.5022 .0125 .0232 .1920
Mean 3.3413 .1430 .0415 3.4450 .0006 .0615 .2245
+1 SD 4.4253 .1785 .0469 3.8058 .0002 .0864 .2705
Figure 1 shows that regardless of the company trainers’ OJT execution capacity level, the more the employee trainees are satisfied with the training program, the higher their organizational commitment, and the increase was larger when the company trainers’ OJT execution capacity level was higher.
- When the company trainers’ OJT execution capacity level was high, the employee trainees’ organizational commitment was about 3.47 when their satisfaction with the training program was high (+1 SD [standard deviation]) and 3.10 points when their satisfaction with the training program was low (-1 SD), with a difference of around 0.37 points.
- When the company trainers’ OJT execution capacity level was low, the employee trainees’ organizational commitment was about 3.19 points when their satisfaction with the training program was high (+1 SD) and about 2.97 points when their satisfaction with the training program was low (-1 SD), with a difference of around 0.22 points.
[Figure 1] Moderation Effect of the Company Trainers’ OJT Execution capacity Level on the Relationship between Employee Trainee Training Program Satisfaction and Organizational Commitment
The flood light analysis (Figure 2) revealed that the conditional effect according to the company trainers’ OJT execution capacity level gradually increased from a minimum of about 0.07 to a maximum of about 0.20.
- When the company trainers’ OJT execution capacity level was about 1.734 points or higher, it was confirmed that a statistically significant conditional effect occurred in about 90.2% of the sample because 0 is not included in the 95% confidence interval (CI).
I Footnotes I
3) Control variables: gender, education level (dummy variable based on high school graduation), average monthly income of parents, salary (log), type of work–learning dual system (dummy variable based on Unitech), location of the earning company, company site, number of employee trainees per trainer, number of full-time employees in the host company, family support, completion of the work–
learning program (completed or discontinued), reputation of the host company (recognition), future-development potential of the host company, level of understanding of the work–
learning dual program at the time of participating in it, person–job fit, and career confidence.
4) The employee trainees’ organizational commitment (emotional commitment to the organization) was measured by seven sub-items (average 3.21;
internal consistency coefficient [Cronbach’s α] 0.959).
5) When each independent variable was inputted, the other independent variables were controlled. The employee trainees’ satisfaction with the training program was measured with 11 sub-items (average 3.29), and their job satisfaction was measured with 5 items (average 3.24). The Cronbach’s α was 0.967 for training program satisfaction and 0.950 for job satisfaction.
6) The company trainers’ OJT execution capacity level was measured with seven sub-items (average 3.34; Cronbach’s α 0.975).
7) The statistics of the control variables were omitted owing to the limited space.
Company trainers’ OJT execution capacity level + 1 SD Company trainers’ OJT
execution capacity level Mean Company trainers’ OJT
execution capacity level - 1 SD
3.5 3.4 3.3
3.2 3.1
3.0 2.9
Employee trainees’
training program satisfaction - 1 SD
Employee trainees’
training program satisfaction + 1 SD Employee trainees’
training program satisfaction Mean Organizational commitment (points)
3.10
3.03 2.97
3.28 3.18 3.08
3.47
3.33
3.19
March 2, 2020
- This means that the positive effect of the employee trainees’ training program satisfaction on their organizational commitment was strengthened for most of the respondents as the company trainers’ OJT execution capacity level rose.
[Figure 2] Conditional Effect of the Company Trainers’ OJT Execution capacity Level on the Employee Trainees’ Training Program Satisfaction → Organizational Commitment Relationship
| In the work–learning dual-system program, the employee trainees’ positive evaluation of their job had different effects on their organizational commitment depending on the company trainers’ OJT execution capacity level.
As shown in Table 2, the coefficient (0.0359) of the interaction term (XW) and the increase in its explanatory power (△R2) are significant, indicating that the company trainers’ OJT execution capacity level moderates the relationship between the employee trainees’ job satisfaction and organizational commitment.
- The coefficient of the interaction term indicates that when the company trainers’ OJT execution capacity level increases by one unit (1 point), the effect of the employee trainees’ job satisfaction on their organizational commitment increases by about 0.036 points.
<Table 2> Moderation and Conditional Effect of the Company Trainers’ OJT Execution capacity Level on the Relationship between the Employee Trainees’ Job Satisfaction and Organizational Commitment8
Div. coeff se t p LLCI ULCI
Constant -.4209 .7784 -.5408 .5888 -1.9485 1.1067
X. Job satisfaction .3500 .0626 5.5869 .0000 .2270 .4729
W. OJT execution capacity level -.0230 .0556 -.4139 .6790 -.1321 .0861
XW .0359 .0155 2.3150 .0208 .0055 .0663
R2[F(p)], △R2[F(p)] .6441[66.8992(.0000)], .0022[5.3593(.0208)]
Conditional effect
W Effect se t p LLCI ULCI
-1 SD 2.2573 .4309 .0411 10.4769 .0000 .3502 .5117
Mean 3.3413 .4698 .0386 12.1729 .0000 .3941 .5456
+1 SD 4.4253 .5087 .0430 11.8220 .0000 .4242 .5931
[Figure 3] Moderating Effect of the Company Trainers’ OJT Execution capacity Level between the Employee Trainees’ Training Program Satisfaction and Organizational Commitment
Figure 3 shows that regardless of the company trainers’ OJT execution capacity level, the higher the employee trainees’ job satisfaction level, the greater their organizational commitment.
I Note I
8) The statistics of the control variables were omitted due to the limited space.
I Note I
The X-axis indicates the effect of the company trainers’ OJT execution capacity level on the employee trainees’ organizational commitment, and the Y-axis, the effect of the employee trainees’ training program satisfaction on their organizational commitment.
95% CI Upper Limit Point Estimate 95% CI Lower Limit
Company trainers’ OJT execution capacity level + 1 SD Company trainers’ OJT
execution capacity level Mean Company trainers’ OJT
execution capacity level - 1 SD
0.30 0.25 0.20 0.15 0.10 0.05 0.00 -0.05
1.0 1.2 1.4 1.6 1.8 2.0 2.2 2.4 2.6 2.8 3.0 3.2 3.4 3.6 3.8 4.0 4.2 4.4 4.6 4.8 5.0 1.7336
Approx.
9.76% of the sample
Approx.
90.24% of the sample
4.0
3.7
3.4
3.1
2.8
2.5
Employee trainees’
training program satisfaction - 1 SD
Employee trainees’
training program satisfaction + 1 SD Employee trainees’
training program satisfaction Mean Organizational commitment (points)
2.73
3.28
3.83 3.69
3.08
3.55
3.18
2.67 2.61
KRIVET Issue Brief
｜ KRIVET Social Policy Building, Sejong National Research Complex, 370, Sicheong-daero, Sejong-si, Republic of Korea ｜ Tel: 044-415-5000/5100 ｜ www.krivet.re.kr ｜ - When the company trainers’ OJT execution capacity level was high (+1 SD), the employee trainees’ organizational commitment
was about 3.83 points when their job satisfaction was high (+1 SD) and about 2.73 points when their job satisfaction was low (-1 SD), with a difference of about 1.10 points.
- When the company trainers’ OJT execution capacity level was low (-1 SD), the employee trainees’ organizational commitment was about 3.55 points when their job satisfaction was high (+1 SD) and about 2.61 points when their job satisfaction was low (-1 SD), with a difference of about 0.94 points. The results are statistically significant in all the samples.
[Figure 4] Conditional Effect of Employee Trainees’ Job Satisfaction → Organizational Commitment Depending on the Company Trainers’ OJT Execution capacity Level
The flood light analysis that was conducted (Figure 4) revealed that the conditional effect according to the company trainers’
OJT execution capacity level gradually increased from a minimum of about 0.39 points to a maximum of about 0.53 points.
- All these conditional effects are significant because there is no region in the 95% CI that contains 0s.
- This means that the positive effect of the employee trainees’ job satisfaction on their organizational commitment was strengthened for the respondents as the company trainers’ OJT execution ability level rose.
03 Implications
The company trainers’ OJT execution capacity level reinforced the positive effect of the employee trainees’ positive evaluation of their job responsibilities and training program on the level of their attachment to and emotional bond (organizational commitment) with the host company.
This implies that it is important for company trainers to have the ability to effectively implement OJT as this can enhance the employee trainees’ organizational commitment, in addition to enhancing the level of their satisfaction with the training program and their respective jobs.
To more effectively develop the company trainers’ OJT execution capacity, it is critical to ① make company trainers’ training mandatory, ② reinforce teaching–learning activities related to OJT implementation for company trainers (allocating more time for it, using practice-oriented teaching–learning methods, etc.), ③ provide refresher training using module units with successful OJT cases and conduct further studies on teaching–learning methods, and ④ continuously provide company trainers with information on training courses and workshops related to the role of company trainers.
Kim, Daeyoung (Ph.D., Research Fellow, KRIVET)
I Note I
The X-axis indicates the c o m p a n y t r a i n e r s’ O J T execution capacity level while the Y-axis indicates the effect of the employee trainees’ job satisfaction on their organizational commitment.
95% CI Upper Limit Point Estimate 95% CI Lower Limit
0.65
0.55
0.45
0.35
0.25
1.0 1.2 1.4 1.6 1.8 2.0 2.2 2.4 2.6 2.8 3.0 3.2 3.4 3.6 3.8 4.0 4.2 4.4 4.6 4.8 5.0 Statistically
significant in all samples
