Introduction
Employees are critical to the success or failure of any firm. Employee retention is important for achieving corporate goals in today’s competitive work climate. A long-term job connection consists of good social exchange techniques in the employee-employer relationship, whereby both sides’ requirements are met. The employer is concerned about the employees’ commitment, development, and trustworthiness toward them in the exchange connection, whereas the employees are concerned about if their employer is honoring their promises by caring for their well-being (Maan et al., 2020). As a resource in an organization perceived organizational support may cause employees to develop a succession of pleasant feelings based on support and understanding from colleagues and superiors, as well as reinforcement of their talents (Wen et al., 2019). In the workplace, organizational support and training are crucial external energy resource that aids in emotional recuperation. According to Albalawi et al. (2019), work satisfaction is crucial in recruiting and maintaining individuals inside a business. Satisfaction was also identified as a critical driver of organizational loyalty among incumbent workers.
The training process begins with the completion of the training program and is mostly carried out in the workplace. Training and development refer to the learning of information with the purpose of generalizing and sharing it (Islam & Ahmed, 2018). Generalization is the learning of skills, attitudes, and information through training programs and their application to the job, whereas maintenance is the long-term usage of those abilities, attitudes, and acquired knowledge. In this case, the implication of this relationship for the managers involves resisting the urge to depend on generalizations; while some give useful insights into human behavior, many are incorrect. More precisely, training focuses on the preservation and generalization of information, attitudes, and abilities.
Teamwork/Cooperation
Other than socio-emotional support and empathy, colleagues’ perceived help includes practical assistance and task-related knowledge. Another important issue in defining organizational climate is organizational trust, which is described as employees’ confidence in management with the expectation of receiving more good than negative acts (Bonaiuto et al., 2021). Organizations in today’s competitive economy are constantly building a cooperative environment and emotions of teamwork among their employees in the workplace. Where joint action and cooperation rule, firms are also broadening their trust boundaries to improve and refine the employee values that they build. Trust is a feature of perceived organizational support and is favorably associated with it (Li et al., 2022). Employees will be recognized for their good efforts if there is perceived organizational support. It promotes positive outcomes after risk-taking, initiative-taking, and spontaneous and immediate reaction.
All of this leads to the belief that organizations are forgiving of mistakes and have faith in their employees. When one team member considers the company as being extremely supportive of collaboration training, the team as a whole is likely to share that opinion (Lyubovnikova et al., 2018). Teamwork is a fundamental activity in the workplace that involves two or more people coordinating their efforts to achieve desired results (Ogbannaya et al., 2018). Employee well-being improves when workers have positive opinions of teamwork. Employee satisfaction is a concise assessment of employees’ moods, emotions, and sentiments regarding their jobs.
Communication
Human capital has replaced capital in labor-intensive businesses. Furthermore, job engagement has emerged as one of the most important criteria for establishing a competitive edge in human resources. Work engagement requires a reciprocal connection between the business and the individual (Sitorus, 2017). In addition to perceived organizational support, internal communication is cited as a crucial factor in increasing employee engagement (Sitorus, 2017). Communication is one of the most important components of an organization’s sustainability, as practically all operations inside the company include communication. Organizations with efficient communication with their employees will have a better degree of work engagement in this situation.
The efficacy of communication inside an organization has a positive influence on the organization, such as improving the organization’s reputation and credibility. According to Suhetian & Satrya (2022), organizational communication is a critical activity and the most crucial aspect of a company’s development. Employees can obtain a better knowledge of the content and reasons for change through good internal communication. Suhertian & Satrya (2022) also noted that open communication, defined by extensive information, accountability, and employee engagement, had a significant contribution to staff trust, mutuality control, commitment, and satisfied monitoring. According to Zulkarnian & Ginting (2018), good communication is the key to promoting employee engagement and improving organizational performance.
Conclusion
In the context of internal communication, the management is not only expected to develop contact with its members but the members are also expected to interact with one another and with the manager. The implications for change management strategies, including the role of perceived organizational support, and communication, include involving employees in the process of change, for example, by providing opportunities for them to become change agents and planning the changes, which should be done linearly with other change initiatives to minimize the emergence of dissatisfaction.
References
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