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International Journal of Future Generation Communication and Networking
Vol. 13, No. 3, (2020), pp. 373 - 386
373
ISSN: 2233-7857 IJFGCN
Copyright ⓒ2020 SERSC
The Impact of Training and Development, Job Satisfaction and Job
Performance on Young Employee Retention
Cuong Nguyen1*, An Duong2
1Industrial University of Ho Chi Minh City, 2University of Greenwich
1nguyenquoccuong@iuh.edu.vn,2giaan1903@gmail.com
Abstract
This study aims to identify and evaluate the relationship between training and development,
employee performance, and job satisfaction that affects the retention of youngemployees. The
study was carried out in respondents who have known the retention of young employee’s
factors in the organization in Vietnam or university students in economics.The authors used
quantitative method which employing Multiple Linear Regression to investigate the
hypotheses. The researcher gathered data from 351 people using a detailed
questionnaire.The findings revealed that there is a positive relationship between training and
development and young employee retention (r = 0.599**, p < 0.01), a positive relationship
between job satisfaction and young employee retention (r = .561**, p < 0.01) and a positive
relationship between job performance and young employee retention (r = .517**, p < 0.01).
The regression model showed that the predictor variables explain at least 43.8% of the
variance in employee commitment (Adjusted R Square = .438).This study is one of the
pioneers to extend the young employee retention debate to Vietnam organizations. It provides
an explanation with empirical evidence by demonstrating that training and development, job
satisfaction, and job performance extend a direct positive effect on young employee retention
in the Vietnam organizations. The study also demonstrates that, in the Vietnam organizations,
job satisfaction, job satisfaction, and job performance helps to partially transmit the effect of
young employee retention. This study further builds a model that will help researchers and
practitioners in investigating and explaining young employee retention in Vietnam
organizations.
Keywords: Training and Development, Job Satisfaction, Job Performance, Young Employee
Retention
Introduction
The idea of job satisfaction and performance is an extremely important factor for
organizations to survive and thrive in today's competitive economy. In the fields of
organizational psychology and organizational behavior, job satisfaction is the most widely
studied work-related attitudes by researchers. For any company, employees are the most
valuable asset because they have a direct impact on profits, such as building or destroying
their reputation (Elnaga & Imran, 2013). If the performance of employees is positive, they
will lead to success; in contrast, if the performance of employees is negative, they will lead to
failure. According to Armstrong (2009), in the economic development in most developed
countries, understanding job satisfaction and job performance of employees have played a
vital role in the success of the organizations. These lessons can be applied to developing
countries like Vietnam. In the process of economic growth efforts, development in a modern
and efficient labor market contributes a great deal to its competitiveness for Vietnam. In any
organization or country, labor issues are always a great socio-economic concern, so there is
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probably no more pressing issue for Vietnam today than providing employment and training,
which can create and develop for employees in order to keep their employees. One of the
advantages of Vietnam's labor market is the quantity; in contrast, they are less competitive in
productivity and management compared to world standards. In addition, competition for
employees is fiercer, but there is only a handful of good and professional managers to meet
the rapidly growing demand for qualified personnel. Furthermore, the rapid change in the
management, administration, and development of organizations was created from the 4.0 tech
revolution. Staff competencies are highly demanded by organizations in Vietnam. Moreover,
the benefits, rewards, and compensation equity in the organization's working process are also
highly demanded by employees. Therefore, when the demands of both sides increase,
meeting each other becomes more difficult. To be more specific, a part of young people today
does not tend to stick with a business; they just want to get experience because they do not
invest in training. So, today, to effectively retain employees, most companies in Vietnam
should focus on the training and development of their employees. According to (Mudor &
Tooksoon, 2011), at the present time, the rich labor market has created favorable conditions
and other opportunities for employees to choose if they feel dissatisfied or unhappy in their
position. Recently, they are willing to be able to transfer to other organizations. Therefore,
rapid training will help organizations to solve these situations. Although the structure and
system are still poorly in Vietnam. Therefore, organizations in Vietnam need to pay attention
to the training and development of employees to improve their qualifications and bring them
high performance. In fact, giving them the satisfaction they are doing, and the organization
will keep its employees more easily.Recently, after joining the WTO, they will force local
businesses to improve physical infrastructure, productivity, and maximize profits from the
available resources to help Vietnam businesses boost their chance of survival. Moreover,
employees are the most valuable assets of companies. This means that the competitive level
of employees of companies in the Vietnamese market is very fierce. In this paper, the author
aims to explain the following four issues: (a) to determine the factors that affect the retention
of the employees in Vietnam, and (b) to determine the relationships between training and
development, job performance, job satisfaction on retention of employees, and (c) to
determine how the training and development, satisfaction, performance lead to the retention
of employees, and (d) to determine the policies of the company should use to keep its
employees and attract new employees in the future.
Literature Review and Hypothesis Development
Training and development (TD)
In this era of development, where technology changes every now and then, the prerequisite
for every organization to exist in the global market is training. Training and development
have long been recognized and thus attracted great research attention from academic writers
(Claydon, 2004). This has yielded a variety of definitions of training and development.
Armstrong (2009) defined that behaviors are modified systematic and planned by training
methods through learning events, programmers, and instructors, which will help employees
perform their jobs effectively because training allows individuals to gain a level of
knowledge, skills, and competencies.Access to training, according to (Chung, 2013) is an
opportunity to participate in training. Newman et al. (2011) argued that Access to training is
the extent to which employees are able to get training opportunities. In essence, improving
productivity, superior products, and services quality, and maximizing or optimizing resources
are the tangible outcomes of training and development.In the process of training and
development, besides producing results on additional skills, knowledge, and abilities, it also
produces intangible results such as high self-esteem, enhanced morale, and satisfaction of
subordinates. Recognizing the importance of training and development, Kundu (2000) has
advised that in order to implement customer-oriented strategies effectively, businesses should
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invest heavily in employee training. Other studies have also found that increase
organizational productivity and efficiency are the positive results that training and
development bring (Arago'n-Sa'nchez. et al. 2003).Similarly, Blair and Sisakhti (2007) have
confirmed that enormous benefits are produced through the investment of training and
development. Bitner and Zeithmal (2004) have affirmed that the strategic competitive
advantages of businesses achieve many benefits through training and development.
According to Jarventaus (2007), businesses should invest more in creating a dynamic
environment, meeting the needs of employees, and developing the abilities of the
organization, which allow them to respond positively to new challenges.
Job performance (JP)
According to Organ (1997), performance is conceptualized in different ways. The employee's
job performance is related to the completion of their work, and their duties are given by
senior management in the workplace. In fact, in the reports of Vietnam companies, job
performance is considered as an important indicator determining the performance of the
company. Particularly, regardless of job or an organization, understanding and capability are
the key factors of an individual's fulfillment of goals related to accuracy (Shanawany, 2001).
Basically, quality or quality of work done is the result of job performance, the behavior that
is useful in achieving job performance is job-relevant behaviors (Williams, 2002). In the
research of industrial and organizational psychology, job performance is one of the most
important criterion measures (Borman, 2004). According to Jex and Britt (2008), the
combination of expected behavior and task-related aspects is one of the aspects of job
performance. In organizational and industrial psychology, the widely used dependent variable
is the idea of employee performance (Kahya, 2009). Within the organization, job
performance is an important component, so the organization should focus on improving this
factor (Abbas and Yaqoob, 2009).In fact, previous studies have demonstrated that human
resource management activities are positively related to the areas of employee development
and performance (Hafeez and Akbar, 2015). To be more specific, the employee's behavior is
one of the factors of job performance; specific abilities are the methods using for the
outcomes which come when the tasks of job completion and these results are measured by
many different scales (Imran and Tanveer, 2015). In other words, one of the key determinants
of an organization's performance is job performance (Alshery, & Ahmad, 2016).
Job satisfaction (JS)
Skaalvik and Skaalvik (2011) defined job satisfaction as the feelings an employee holds
towards the job, arguing that when the expectations from the job match with the real
outcome, job satisfaction occurs. In addition, for some academicians and scholars, job
satisfaction has become a vital problem for them. Different authors will have different
approaches to define job satisfaction. This paper will analyze some of the most commonly
cited job satisfaction definitions. According to Armstrong (2006), job satisfaction is the
attitude and feelings people have about their work. Kim (2005) defined job satisfaction as the
feelings or a general attitude of the employees in relation to their jobs and the job
components such as the working environment, working conditions, equitable rewards and
communication with the colleagues. Moreover, attitudes and feelings are two states that the
term job satisfaction refers to. Satisfaction in being expressed most clearly through the
positive and favorable attitudes of employees. To be more specific, how much they are
satisfied with their job is an important pointer in employee satisfaction (Khan et al., 2012). In
fact, an important factor in the achievement of an organization which is the job satisfaction of
individuals. In contrast, the negative and unfavorable attitude of employees will create job
dissatisfaction (Armstrong, 2006). In addition, the degree of satisfaction and dependency is
considered to be a basic factor in an individual's job satisfaction. Particularly, it adversely
affects the physical and mental feelings among employees in the process of working in
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businesses, for instance, turnover, struggle, non-attendance, and deficient relations with other
employees (Mohammad et al., 2011).
Employees retention (ER)
In the literature, young employee retention concepts are defined very differently. Previous
research has identified several factors relating to young employee retention, situated on both
organizational and employee levels. On the organizational side, factors influencing retention
appear to be the existence of challenging and meaningful work, opportunities for
advancement, empowerment, responsibility (Birt et al., 2004). In addition, Hytter (2007)
demonstrated that workplace factors such as rewards, leadership style, career opportunities,
training, and development of skills, have a direct influence on retention.The fact that
effective training, opportunities to learn and develop, enhance young employee retention, is
also confirmed by other researchers such as Arnold (2005). So, one of the key representatives
in increasing young employee retention is elicited strong obligations for employees, and it
makes them feel that individuals must repay the organization for investing in their
development and career (Lee and Bruvold, 2003). It can, therefore, be concluded that training
and development can be considered as important retention-enhancing strategies.On the and
employee levels, research has also shown that, as long as employees feel that they are
learning and growing, they will be less inclined to leave. On the other hand, once employees
feel they are no longer growing, they begin to look externally for new job opportunities
(Rodriguez, 2008).It can, therefore, be concluded that job satisfaction can be considered as
important retention-enhancing strategies. Allen and Shanock (2013) acknowledged that every
year, the costs associated with recruiting, selecting and training new employees are those that
always exceed 100% of the salary, and related to turnover including direct costs, job
interruptions segments, organizational loss memory and seasoned mentors associated with
turnover are important issues emphasized in young employee retention. Kim (2012) argued
that losing employees will directly affect the quality and cost of the organization, so retaining
employees is a very important issue for businesses.
Training and Development and Young Employee Retention
According to an earlier study by Mincer (1988), the results indicated a positive and
significant relationship between training and development and staying in the organization. In
a similar study conducted by Benson (2006), the results also revealed that training
significantly and positively influences young employee retention. When companies invest
heavily in training and development, they often show a high ability to retain employees.
Moreover, training and development programs will provide creativity to employees so that
they can create benefits for organizations and individuals. When they feel their talented, the
percentage of young employee retention will increase. In addition, Glen (2006) provided that
employees with high skills and potential through formal education development and
education opportunities that will enable them to gain career opportunities based on their
previous experience, moreover, it not only helps the company retain its employees but also
improves their individual market. In the developed economy, leading companies in Vietnam
believe that training and developing comprehensive technical skills and professional skills
will be the best way to attract, remain, and retain employees. Employees who stay longer
with the organization conclude that the young employee retention rate is positively associated
with training and development. On the other hand, when working with the company for a
long time, the possibility of increasing expected salaries for employees will be high, thus
helping the company retain employees. In short, training and development are helping to
reduce the cost of recruitment of the company's, and it is considered an important factor in
the retention of employees (Wetland, 2003).From the discussion above, we thus hypothesize
as followings:
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H1: Training and Development is positively related to young employee retention.
Job Satisfaction and Young Employee Retention
Organizations need to take note that a happy employee is a happy customer. (According to
Aydogdu and Asikgil (2011), job satisfaction affects the decision to stay or leave the
organization. From theoretical and empirical studies, it is shown that the reliability indicators
representing young employee retention are severely affected by job satisfaction, discussed by
Shore and Griffeth 2003. Similarly, Scholars such as Rowden and Conine (2005) proposed
that job satisfaction can be enhanced through training. As a result of training, satisfied
employees become committed to the organization, attend work, stay with an organization,
arrive at work on time, perform well and engage in behaviors helpful to the organization
(Wright and Bonett, 2007). For instance, when employees are not satisfied with the job, the
intention to leave the organization is high. Likewise, Meyer and Herscovitch (2001) argued
that the desire to stay in the organization of employees begins to erode when they are not
satisfied with the job. In fact, in Vietnam businesses, the negative consequences of these
impacts, in the form of low job satisfaction, were low retention of the employees. Moreover,
it will increase the cost of recruitment and decrease the branding of those organizations.
Delayed service delivery and low morale among employees are also caused by low young
employee retention rates. The ability of employees to retain quality is no longer available
because these activities significantly affect the success and prosperity of the organization in
today's competitive economy. Particularly, Chew and Chan (2008) emphasized that the factor
in retaining employees is job satisfaction. From the discussion above, we thus hypothesize as
followings:
H2: Job satisfaction is positively related to young employee retention.
Job Performance and Young Employee Retention
Organizations need to know that the job performance of staff enhances young employee
retention (Sajuyigbe and Amusat, 2012). The influence of job performance on employee has
received a significant amount of support. For instance, increasing employee productivity is
one of the factors that make organizations in Vietnam more likely to survive and maintain a
competitive advantage, thereby reducing personnel turnover, absenteeism, and lost
productivity costs. Particularly, in order to increase the competitive advantage, human
resource management should create programs to improve employee efficiency. Employees
who are well-motivated, knowledgeable, and skilled have high productivity, which is
considered an important factor in the organization to maintain competitiveness and retain
employees, corroborated by Hornsby and Kuratko (2003). Moreover, a significant resource
determining the success and competitive advantage of an organization in Vietnam in relation
to employee performance, as employees are a valuable asset for any organization. Chew and
Chan(2008) also argue that employee competencies such as skills, creativity, efficiency,
commitment, and training of employees will be essential to the success of the organization.
When the job performance of employees is high, they will get the job done quickly, and they
will feel less pressured so that the company's ability to retain employees will be higher.
Particularly, the employee's performance is an important source of young employee retention.
Consequently, it can be argued that in a complex and dynamic environment, the operating of
companies in Vietnam should focus on human capital and know-how to manage employee
performance as it is considered to be a direct impact on young employee retention. The
organization's overall performance in Vietnam has been found that training, performance
evaluation systems, and incentive compensation play an important section in young employee
retention. In a survey by Mercer Human Resource Consulting (2009) observed that
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throughout Vietnam, within 12 months, employees planning to find a new job account for
about 25% because of low job performance. Vietnam companies are concerned about the cost
of employee turnover. Mercer estimates that every year, the total cost of employee turnover
because of low efficiency accounts for about 50% -150% of an individual's salary. A number
of correlations can be proposed the relationship between employee performance and young
employee retention through assessments of past surveys.From the discussion above, we thus
hypothesize as followings:
H3: Job performance is is positively related to young employee retention
The research model of this research is summarised as the figure below:
H1+
H2+
H3+
Figure 1. Research Model
Methodology
Research design
The primary, secondary research method, and quantitative research are the processes that the
author performs to conduct research on the factors affecting young employee retention in
Vietnam.
Research
Method
Data sources
Time
Online
Quantitative
Volunteers
November 2019
Sample collection and Data analysis procedure
Regarding the expected sampling size, the expected sampling size would be at least five
times the total number of observed variables, according to the study of Hair, Anderson,
Tatham, and Black (1998). The study using factor will be considered appropriate for this
sample size above (Comrey, 1973; Roger, 2006). Particularly, the expected sampling formula
is n = 5 * m, where m is the number of questions in this paper. Twenty-two questions were
asked in this study's questionnaire, so n = 5 * 25 = 125 was considered the expected sample
size for this study. However, the author decided to survey 351 respondents. Data were
obtained from Greenwich University students in Vietnam, volunteers, and some people who
live and work in Ho Chi Minh City.
Data collection instrument and measurement of variables
We used a questionnaire anchored on a 5-point Likert scale. The response categories ranged
from “1-strongly disagree” to “5-strongly agree” for all the dependent and independent
variables.
Training and
Development
Job Satisfaction
Job Performance
Employee Retention
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Training and Development
It was measured in terms of support for training and development for employees of the
organization. Support for training and development was measured by (4) items like “I
personally see opportunities for promotion in the company." "I have many opportunities for
developing personal skills at work." "I have the opportunity to use my ability at work." "I
receive good training from the company”.
Job Performance
It was measured in terms of support for job performance for employees of the organization.
Support for job performance was measured by (4) items like “I always complete the assigned
tasks in my work”. “I meet and fulfill all formal requirements of the job”. “I fulfill all
responsibilities required by the job”. “I never ignore aspects of the work that I am required to
perform”.
Job Satisfaction
It was measured in terms of support for job satisfaction for employees of the organization.
Support for job satisfaction was measured by (4) items like “I look forward to working every
day”. “I feel satisfied with the current job”. “Almost every day, I feel excited and interested
in my work”. “I feel my contribution is valuable”.
Young employee retention
It was measured in terms of support for young employee retention of the organization.
Support for young employee retention was measured by (4) items like “I want to stay with
the company for a long time”. “I feel really satisfied doing this job”. “I feel that I am
developing my full potential at work”. “I feel that the training and development of the
company enhance skills and expertise".
Reliability Test
In this section, through the Cronbach's Alpha test, 16 questions will be tested for reliability.
According to the opinions of statisticians such as Nunnally (1978) and Peterson (1994), the
questions range from 0.7 to 0.8 in Cronbach's Alpha, which is considered to be highly
reliable. In other words, Cronbach's Alpha (α) is assumed to be in the range of 0.7 ≤ α <0.8;
good is 0.8 ≤ α <0.9, and excellent is α ≥ 0.9. For reliability, only items that constituted a
Cronbach’s alpha value of 0.7 and above were retained.
Table 1. Reliability of Instrument
Variables
Number of items
Cronbach Alpha
Results
Training and Development
4
0.88
Job Performance
4
0.784
Job Satisfaction
4
0.879
Employee Retention
4
0.781
Data analysis
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Statistical Package for Social Scientists (SPSS) version 20 was used for analysis. Analysis of
output included descriptive statistics, Correlation analysis, Standard Regression analysis.
Descriptive statistics
The gender of 351 respondents will be described by the author. For the gender of the
respondents, 156/251 respondents were female, equivalent to 44%. This means that the
remaining 56% are male (Table 2). Based on the above results, 18-24 years old is the ages
with the highest proportion with 79%, equivalent to 276 respondents. Next is 25-34 years
old, accounting for 20%, equivalent to 70 respondents. And the remaining is 35 years old or
older, accounting for 1%, equivalent to 5 respondents (Table 3). The survey respondents were
mostly students from the University of Greenwich in Ho Chi Minh City, so the university
accounts for the highest proportion with 64%, equivalent to 224 people. Next is the college,
accounting for 21%, equivalent to 74 people. 15% is divided equally among the remaining
two segments. In addition, most of Greenwich University's students study information
technology and business administration, so these two fields account for a high proportion.
Therefore, technical personnel accounted for the highest proportion with 42%, equivalent to
146 respondents. Next is the office worker, accounting for 30%, equivalent to 106
respondents. 28% equally divided among the remaining two segments. Moreover, most of the
author's research subjects are students, so the students do not have too much experience in the
process of working at the company. Therefore, less than 1 year of experience accounted for
the highest proportion, with 66%, equivalent to 190 respondents. Some students went to work
too early, so 2-5 years accounted for 16%, equivalent to 46 people surveyed. 18% is divided
equally among the remaining two segments (Table 6). Furthermore, we find that most
respondents were students, so 5.000.000 - 10.000.000VND accounted for the highest
proportion with 47%, equivalent to 164 respondents. Next, is 10.000.000-15.000.000 VND
accounted for 40%, equivalent to 141 respondents. 13% is divided equally among the
remaining two segments.
Table 2. Correlation Results
1
2
3
4
Training and Development (1)
1
Job Satisfaction (2)
.632**
1
Job Performance (3)
.502**
.599**
1
Employee Retention (4)
.599**
.561**
.517**
1
**. Correlation is significant at the 0.01 level (2-tailed).
H1: sought to establish whether training and development and young employee retention are
positively related. The results established that a positive relationship between training and
development and young employee retention exists (r = 0.599**, p < 0.01); thus, H1 was
accepted. This result is consistent with the works of Lin and Chang (2005, p. 331) found that
employees prefer advancement in expressing a higher level of academic goals than their
colleagues who remain stationary in long-term positions with the same company. So,
employees believe that training and developing comprehensive technical skills and
professional skills will be the best way to attract, remain, and retain employees. The result is
further supported by the study of Karimi (2016) on the relationship between training and
development and young employee retention in the organizations in Vietnam. He found that
the training and development of employees and young employee retention correlate
positively. This means that when the organization in Vietnam conducts training and
development, it boosts employee morale and triggers a feeling that they are a good match for
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their jobs, and they realize a sense of meaning and attachment to their organizations.
H2: sought to establish whether a positive relationship exists between job satisfaction and
young employee retention, the result found that a positive relationship between job
satisfaction and young employee retention do exist (r = .561**, p < 0.01) hence lending
support for H2. The result is supported by Tian et al. (2013) study on the relationship
between job satisfaction and young employee retention of organizations in Vietnam. Their
results indicated that employees who are satisfied with their jobs are happy, efficient, have
the determination to work hard and effectively in performing their jobs. This implies that if
employees derive a feeling that they are a good match for their jobs which enhances job
satisfaction and young employee retention.
H3: sought to establish whether a positive relationship between job performance and young
employee retention exists. The results indicate that there is a positive relationship between
job performance and young employee retention (r = .517**, p < 0.01); hence H3 was
supported. Hornsby and Kuratko (2003) found that employees who are well-motivated,
knowledgeable, and skilled have high productivity, which is considered an important factor
in the organization to maintain competitiveness and retain employees, corroborated. This
result further affirms the findings of Adesola et al. (2013), who found that job performance
has a positive significant relationship with young employee retention. This implies that a
sense of achievement among employees will keep them stay in the organization.
Table 3. Multiple Regression results
Model Summaryb
Model
R
R Square
Adjusted R
Square
Std. Error of
the Estimate
Durbin-
Watson
1
.665a
.443
.438
.49409
1.709
a. Predictors: (Constant), JP, TD, JS
b. Dependent Variable: ER
ANOVAa
Model
Sum of
Squares
df
Mean
Square
F
Sig.
1
Regression
67.265
3
22.422
91.846
.000b
Residual
84.710
347
.244
Total
151.974
350
a. Dependent Variable: ER
b. Predictors: (Constant), JP, TD, JS
Coefficientsa
Model
Unstandardized
Coefficients
Standardized
Coefficients
t
Sig.
Collinearity Statistics
B
Std. Error
Beta
Tolerance
VIF
1
(Constant)
1.360
.187
7.260
.000
TD
.305
.044
.364
6.896
.000
.577
1.733
JS
.163
.046
.204
3.579
.000
.495
2.020
JP
.210
.050
.213
4.168
.000
.616
1.623
a. Dependent Variable: ER
The above regression results further support our hypotheses. The results in table 3 above
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shows that the Adjusted R Square = 0.438, which is lower than R Square = 0.443. This
proves that this multiple regression model is appropriate for the data, and it will explain 44.3
of the variance in the data. Next, the F-Test will be conducted by the author. F = 91.846 and
sig = 0.000 in the ANOVA, leading to the fact that regression models are suitable for the
data, and the author can use them. This means that organizations in Vietnam should not
disregard training and job satisfaction, job satisfaction, and job performance; they should
consider training and job satisfaction, job satisfaction, and job performance, among other
strategies as means of retaining the employees in the organization. Based on the above
results, we find that the relationship between Young employee retention, Training and
Development, Job Satisfaction, and Job Performance is as follows:
Young employee retention = 1.360 + 0.305 (Training and Development) + 0.163 (Job
Satisfaction) + 0.210 (Job Performance)
Discussion and Further Research
Arising out of these findings, we start our discussion by commenting that this result provides
a strong basis to argue that training and development, job satisfaction, and job performance
are very fundamental in increasing young employee retention in the Vietnam organizations.
The competition of businesses in Vietnam is becoming more and more bitter, so they need to
know their competitive advantages in order to develop the company in the best way. In
today's businesses, the most important thing is to retain employees because employees are the
company's most valuable asset. Managers of businesses in Vietnam need to pay attention to
policies related to training and development factors in order to improve job performance,
which leading to increase employee job satisfaction. This "young employee retention
strategy" will be recommended by this study in order to meet the basic needs of employees.
The author believes that businesses in Vietnam need to bring fair and communicative policies
for a fair assessment of the human resources activities of the employees. It will increase the
ability to retain employees. Moreover, the organization needs to improve more in recognizing
employee input and output through a formal system of employees so that they will feel their
contribution is valuable. The awards on merit basis can be promotions in order to help
employees feel more satisfied with their current job. In addition, businesses in Vietnam need
to pay attention to the increase in staff salaries when they fulfill their targets excellently. This
will not only retain their employees but may also recruit new employees. To be more
specific, companies should establish a consulting system to develop and direct their
employees to improve employee loyalty with the organization. During the development of
information technology, businesses in Vietnam can invest in these applications so that staff
can respond quickly and easily. Based on these applications, appropriate feedback will be
enlightened on employee performance, and this will assist the company in retaining
employees. This will allow employees to increase their ability to adapt effectively with the
rapid changes of businesses in Vietnam. Based on the findings, training, and development
affecting young employee retention, it also indicates that employee satisfaction is also
enhanced through training and development. Learning the soft, technical skills required by
the job are the benefits that employees receive after the training program ends. Therefore,
employees can survive and develop their ability to cope with new technologies in the future.
To be more specific, employees who are satisfied with the training content tend will stick
with the business more because they feel pleased with the knowledge and professional skills
provided by the company. So, they can grasp the job easily.To sum up, training and
development, job satisfaction, and job performance will significantly affect the retention of
the employees.
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Theoretical implications
The findings offer an alternative theoretical position for exploring young employee retention
from the perspective of training and development, job satisfaction, and job performance. The
finding, therefore, lays emphasis and enriches young employee retention studies by
confirming that training and development, job satisfaction, and job performance are the key
antecedents of retention. This finding also enriches retention theory by confirming that
training and development, job satisfaction, and job performance have a positive relationship
with young employee retention in the organization in Vietnam. Hence, the results of this
study provide strong empirical support for our hypotheses that training and development, job
satisfaction, and job performance in jobs affect variations in young employee retention.
Managerial implications
As confirmed from this study, managers should right away consider training and
development, job satisfaction, and job performance as a very fundamental tool that can be
used for retaining the employees. This study further demonstrates that creating changes in job
satisfaction through training boosts job performance of the employees. This is because
training and development, employees' job satisfaction, and job performance as demonstrated
from this study, which in turn results in young employee retention. Management is therefore
informed to reliably utilize this result to make favorable decisions regarding retaining
employees since training and development, job satisfaction, and job performance have a
direct and indirect positive impact in building young employee retention. Hence, training and
development, job satisfaction, and job performance act as an antecedent for enhancing young
employee retention (Bulut and Culha, 2010) in the organizations in Vietnam.
Conclusion
We conclude that these results have outstanding managerial, policy, and theoretical
implications. As for managers, the results place demand for action, and this study finds that
training and development, job satisfaction and job performance are very important in the
Vietnam organizations because it provides an opportunity to employees to acquire and update
the required skills for them to keep the employees. For policymakers, they should realize that
young employee retention does not come by chance; something must be done about it, and
from this result, we see that if training and development, job satisfaction, and job
performance are implemented and sustained, young employee retention is the outcome.
Therefore, policies regarding training and development, job satisfaction, and job performance
should be made without hesitation. The conclusion is supported by the works of Dardar et al.
(2012), who found that organizations that provide training to employees do promote
employee dedication to their work so it will increase employee satisfaction and performance.
The finding further concludes that job satisfaction, job performance, training, and
development have a positive relationship with young employee retention in Vietnam
organizations.Generally, these results are important because they provide evidence of the
aggregate explanatory power of training and development, job satisfaction, and job
performance on the criterion variable.
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