Tag Archives: Social Exchange Theory


Bureau of Employment and Vocational Training in Taiwan implements Taiwan TrainQuali Scorecard (TTQS) to measure organizations’ training effectiveness since 2007. It is trying to link the individual training to organizational strategy. Conversely, knowledge-based view emphasizes the streams of new knowledge that are obtained, transferred, and integrated to enrich and change an organization’s knowledge stock. This research seeks to delineate Kang, Morris and Snell’s (2007) three dimensions (cognitive, social exchange and network structure) in value creation which, in turn, explain the knowledge flow in training system among employment modes. Two studies were included in this research; first, the case study approach is adopted to explore the knowledge flow and training effectiveness among employment modes. Further, the questionnaire survey is used to enforce the reliability and validity in the finding. In so doing, it would further increase the explanation of training effectiveness among different groups of employees on firm performance from network theory and social exchange theory

Keywords: Employment Modes, Knowledge Based View, Network Theory, Social Exchange Theory, Training Effectiveness

Employee Work Engagement and Organizational Commitment: A Comparative Study of Private and Public Sector Organizations in Ghana (Published)

Employee engagement remains a relatively virgin area especially in the Sub-Saharan region. The present study investigated employee work engagement and organizational commitment using a comparative approach of private and public sector employees in Ghana. One hundred and five (105) employees of three public and three private organizations with analogous characteristics in the Accra Metropolis of Ghana were purposively sampled. Four hypotheses were tested. Pearson product-moment correlation and Independent t-test were the statistical tools used in analyzing the data collected. The findings of the study revealed a significant positive relationship between employee engagement and employee commitment. Employees of private organizations have a higher level of employee engagement and organizational commitment than employees in public organizations, and long-tenured and short- tenured employees did not differ in commitment levels. The findings of this study are discussed with reference to the reviewed literature, Job Demand-Resources Model and Social Exchange Theory. The present study points out the need for employees to be provided with resources needed to perform their work roles since it has consequential effects on employee engagement and organizational commitment

Keywords: Accra Metropolis, Employee Engagement, Ghana, Job Demand-Resources Model, Organizational Commitment, Social Exchange Theory