BUSI 642 Discussion Replies 1
BUSI 642 Discussion Post
BUSI 642 Discussion Replies 2
Hello Fallon,
I appreciate your insight on the distinction between training and career development in
relation to employee retention. I agree that both HRM strategies allow an organization to utilize
its workforce or human capital effectively. Noe (2023) acknowledges that human capital, a type
of intangible asset, enables companies to remain competitive and capture a larger market share
in the current global marketplace. Research acknowledges that while human capital, along with
other intangible assets, provides more value than financial or physical assets to a company’s
strategic success, these types of assets are difficult to obtain or reproduce.
Since our Lord calls individuals to discover their vocation (King James Bible, 1769/2025,
Colossians 3:23), I hope to expand on your discussion post by examining human engagement as
a mediating factor in the relationship between human retention, training, and career
development. In addition, research by Winarno et al. (2022) suggests that effective HRM
strategies, including training and career development, do not have a direct impact on a
company’s employee turnover intention. Instead, these effective HRM strategies directly
improved employees’ engagement and perceived organizational support. Therefore, companies
must consider employee engagement when determining which HRM strategies to implement in
order to improve retention. Noe (2023) defines employee engagement as “the degree to which
employees are fully involved in their work and the strength of their job and company
commitment” (p. 23). Tien Thanh and Thu Ha (2024) establish a direct relationship between
HRM training and development strategies and employees’ behaviors, including employee
engagement and retention. This supports the established understanding that employees who
receive training and development become more invested in their contributions to an
organization’s success.
References
King James Bible. (2025). King James Bible Online. https://www.kingjamesbibleonline.org/
(Original work published 1769).
BUSI 642 Discussion Replies 3
Noe, R. (2023). Human resource management: Gaining a Competitive Advantage (13th ed.).
McGraw Noe, R. (2023). Human resource management: Gaining a competitive
advantage
(13th ed.). McGraw Hill LLC.
https://prod.reader-ui.prod.mheducation.com/epub/sn_25dda/datauuid-
4b212c7c38cd4bdf86d3e9cb5fe3ba1c
Tien Thanh, P., & Thu Ha, N. (2024). Linking training and development to employees’ attitudes
and behaviors: The mediating role of engagement. European Journal of Training and
Development, 48(3/4), 357-374. https://doi.org/10.1108/EJTD-10-2022-0105
Winarno, A., Prasetio, A., Luturlean, B., & Wardhani, S. (2022). The link between perceived
human resource practices, perceived organisational support and employee engagement:
A mediation model for turnover intention. SA Journal of Human Resource Management,
20(1), e1-e7. https://doi.org/10.4102/sajhrm.v20i0.1802
Hello Robert,
Thank you for your contribution to this week’s discussion post. Research by Winarno et
al. (2022) supports your position. They acknowledge that training and career development,
along with several other human resource management (HRM) strategies, reduced employee
turnover intention, thus improving retention. Additionally, I found your biblical integration with
training and career development as human resource management (HRM) strategies insightful. I
agree on the importance of early guidance as well as ongoing learning in one’s personal and
professional lives. Scripture acknowledges that training may be difficult. Nevertheless, God
instructs humanity to persevere in their learning in order to continue their spiritual growth and
solidify their ethical and moral standards (King James Bible, 1769/2025, Colossians 3:23).
I also agree with your position on the differing impact of training and career
development on employee retention. Noe (2023) differentiates training as an HRM strategy
BUSI 642 Discussion Replies 4
allowing for shortterm organizational success by improving employees’ job-related skills,
knowledge, and behaviors. Meanwhile, career development supports an organization’s long-
term ability to maintain or grow market shares by ensuring competent leadership and smooth
leadership transitions. For example, Maroga et al. (2024) identify that succession planning and
selfleadership, both career development strategies, significantly improve employee retention.
Succession planning is a long-term intentional “method of continual recognition, appraisal and
nurturing of talent in key roles so that those individuals are in place to ensure leadership
stability over time” (p.3). Researchers postulate that succession planning, a career development
strategy, may improve an employee’s understanding of their role within the company and
provide a potential pathway for career advancement. This results in a decrease in an individual’s
intention to leave their employer, thus increasing employee retention.
References
King James Bible. (2025). King James Bible Online. https://www.kingjamesbibleonline.org/
(Original work published 1769).
Maroga, R., Schultz, C., & Smit, P. (2024). Succession planning mediates self-leadership and
turnover intention in a state-owned enterprise. SA Journal of Human Resource
Management, 22(1), 1-13. https://doi.org/10.4102/sajhrm.v22i0.2304
Noe, R. (2023). Human resource management: Gaining a Competitive Advantage (13th ed.).
McGraw Noe, R. (2023). Human resource management: Gaining a competitive
advantage
(13th ed.). McGraw Hill LLC.
https://prod.reader-ui.prod.mheducation.com/epub/sn_25dda/datauuid-
4b212c7c38cd4bdf86d3e9cb5fe3ba1c
Winarno, A., Prasetio, A., Luturlean, B., & Wardhani, S. (2022). The link between perceived
human resource practices, perceived organisational support and employee engagement:
A mediation model for turnover intention. SA Journal of Human Resource Management,
20(1), e1-e7. https://doi.org/10.4102/sajhrm.v20i0.1802
BUSI 642 Discussion Replies 5
Introduction
Organizations operate in a rapidly changing global work environment, subject to social,
economic, and political pressures. To remain competitive in the modern business environment,
companies rely on intangible assets, such as human and intellectual capital. Although Noe
(2023) does not directly identify employee engagement, many of the noted concepts support
employee engagement. These include relational integrity, as well as ethical business decisions
and practices. High levels of employee engagement improve an organization’s human capital.
Therefore, effective HRM strategies, such as training and career development, are valuable tools
for maximizing human capital and improving employee retention (Noe, 2023). An organization’s
human capital refers to the value of its employees’ capabilities in producing high-quality
deliverables, such as products and services.
Training Versus Career Development
While both training and career development are essential for organizational
performance and outcomes, Noe (2023) delineates the distinct differences between them.
Training programs focus on improving an employee’s current job performance. As a result,
employees experience increased job satisfaction, thus reducing overall employee turnover
rates. Hassan examined the effects of training and job performance appraisal on employee
retention. The results indicate HRM strategies of training and appraisals indirectly affect
employee retention. The study emphasizes the role of reward and compensation (R&C) systems
as a key mediator of employee retention rates. Meanwhile, career development strategies,
such as mentoring and succession planning, focus on an employee’s long-term career goals,
especially within the company. This results in increased employee engagement and loyalty.
Engaged and loyal employees have increased organizational commitment. This results from the
employees’ invested emotional and strategic connection with their organization (Winarno et al.,
2022).
BUSI 642 Discussion Replies 6
Impact on Employee Retention
Employee retention is essential to an organization's success, particularly in the modern
global business market (Noe, 2023). Research indicates that several human resource
management (HRM) strategies, including training and career development, have a positive
impact on employee retention by reducing turnover intention (Winarno et al., 2022). While
training and career development do not directly impact employee retention, Hassan’s (2022)
research determined an indirect effect when combined with reward and compensation (R&C),
another HRM strategy. Hassan’s study examined the relationship between employee retention
and specific HRM practices, including training and performance appraisals.
Reasons for Improved Employee Retention
Although Noe’s textbook does not directly address employee engagement, it articulates
key concepts that support employee engagement. These concepts include relational integrity, as
well as ethical business decisions and practices. High levels of employee engagement improve
an organization’s human capital. Therefore, effective HRM strategies, such as training and career
development, are valuable tools for maximizing human capital and improving employee
retention (Noe, 2023).
Conclusion
Scripture emphasizes the importance of supporting one another, as well as encouraging
training and career development. It states, “Wherefore comfort yourselves together, and edify
one another, even as also ye do.” (King James Bible, 1769/2025, 1 Thessalonians 5:11). Ethical
Christian business practices derive from mutual edification, which is a biblical concept of the
responsibility of Christians to encourage, support, and teach others. Organizations demonstrate
their commitment to supporting employees’ short and long-term professional goals via effective
ongoing training and career development programs. As a result, companies develop their
human capital to work cooperatively in order to meet their organizational targets.
BUSI 642 Discussion Replies 7
References
King James Bible. (2025). King James Bible Online. https://www.kingjamesbibleonline.org/
(Original work published 1769).
Maroga, R., Schultz, C., & Smit, P. (2024). Succession planning mediates self-leadership and
turnover intention in a state-owned enterprise. SA Journal of Human Resource
Management, 22(1), 1-13. https://doi.org/10.4102/sajhrm.v22i0.2304
Noe, R. (2023). Human resource management: Gaining a Competitive Advantage (13th ed.).
McGraw Noe, R. (2023). Human resource management: Gaining a competitive
advantage
(13th ed.). McGraw Hill LLC.
https://prod.reader-ui.prod.mheducation.com/epub/sn_25dda/datauuid-
4b212c7c38cd4bdf86d3e9cb5fe3ba1c
Winarno, A., Prasetio, A., Luturlean, B., & Wardhani, S. (2022). The link between perceived
human resource practices, perceived organisational support and employee engagement:
A mediation model for turnover intention. SA Journal of Human Resource Management,
20(1), e1-e7. https://doi.org/10.4102/sajhrm.v20i0.1802
