Employees’ perceptions and their participation in Learning & Development practices A study on different mechanisms explaining employees’ perceptions and their participation in L&D practices

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This research was conducted to study whether different mechanisms that explain employees’ perceptions (needs-supply fit, HR attribution theory, HR system strength and supervisor support) would increase employees’ likelihood to participate in Learning & Development practices. From literature, employees’ perceptions turns out to be an important predictor of positive employee outcomes and behaviors. Therefore, it was expected that when employees perceived a needs-supply fit, positive HR attributions, HR system strength and/or supervisor support, they would be more likely to take advantage of the (job-, career-, and interest-related) L&D practices. Data was collected via a survey from 119 respondents. The results show that for L&D in general, the expected mechanisms do not significantly affect employees’ likelihood to participate in L&D practices. For the sub analyses (job-, career- and interest-related L&D practices) some significant effects were found. Employees who have a need to develop themselves, turned out te be a strong predictor of employees’ taking advantage of the possibilities they had. Due to several limitations, the results should be handled with caution. Nevertheless, this research has provided interesting leads for future research, both toward the theories studied in this research and towards (intrinsic) motivation theories.
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