Training And Development Have Negative Effect

Published Date: 02 Nov 2017

5.1 Introduction

This final chapter summarizes and argues the findings of this research. It presents summary of the findings, discussion of findings, limitations of this study and recommendation for future research, implications and finally the conclusion. This study examined the effect of HR practices (training and development, compensation and pay, job security, recruitment and selection, teamwork, performance appraisal) on employee turnover intention in Renewable Energy industry in Tehran in which organizational commitment and job satisfaction are playing mediation role in this respect.

The six hypotheses generated in chapter three were examined on a sample of 90 knowledgeable and expert employees who are working in four top leading Renewable Energy organizations in Tehran with using the correlation analysis, linear regression analysis and multiple regression analysis. The research findings confirm some of the theoretical arguments presented in the literature.

5.1 Discussion of Findings

Hypothesis 1: HR practices have significant and negative effect on turnover intention.

This is the most important hypothesis of this study with the purpose of determine how employee’s intention to turnover affected by all dimension of HR practices. The attitudes of an employee toward HR practices were measured on a 5-point Likert scale where 1= "strongly disagree" and 5= "strongly agree". The findings show that the hypothesis 1 is supported by the current data. There is a significant and negative effect between all dimensions of HR practices and employee turnover intention. The findings reveals that use of bundles of HR practices would reduce the employee intention to leave the organization. The finding of this study is consistent with the findings in prior studies (Batt & valcour, 2003; Koh & yer, 2000; Tsui et al., 1997; Huselid 1995, Arthur 1994). Besides that, the findings demonstrated that only training and development opportunity of HR practices had the most significant indirect effect on turnover intention. Thus, only the training and development opportunity emerged as the main predictors of turnover intention in RE industry in Tehran.

Hypothesis 1a: Training and development have negative effect on turnover intention.

Based on the finding, it is obvious that hypothesis 1a was supported by the current data. Therefore, it was found that training and development has significant indirect effect on turnover intention. The finding is consistent with the prior studies which found that employees, who are working in the organization with superior training opportunities, have fewer tendencies to leave the organization (Arthur, 1994; Fey et al., 1999). Further studies showed that employee turnover intention is negatively affected by training and development programs (Harel and Tzafrir, 1996; Lee and Bruvold, 2003; Arago et al., 2003). The finding of this study suggest that more use of training and development programs will caused to lower turnover intention.

Hypothesis 1b: pay and compensation structure has negative effect on turnover intention.

The hypothesis 1b was supported by the finding of the both Pearson’s correlation analysis and linear regression analysis. Thus, a significant negative effect of pay and compensation structure on employee’s tendency to leave the organization was found in this study. The result supports the studies of Batt and Valcour (2003), Shahzad et al. (2008), Ovadje (2009), which found a significant and negative influence of pay and compensation structure on turnover intention especially for underdeveloped countries. Therefore, employee’s intention to quit job is negatively affected by more use of pay and compensation structure. Therefore, those employees who feel that are fairly compensated, have less intention to turnover. However, the finding of this study is in the contrast with Khatri et al. (2001) and Iverson and Deery (1997), who stated an insignificant effect of compensation on intention to leave.

Hypothesis 1c: Job security has negative effect on turnover intention.

The hypothesis 1c was supported by the finding of the both Pearson’s correlation analysis and linear regression analysis. Thus, a significant indirect effect of job security on employee’s turnover intention was found in this study. The result supports the studies of Wong et al. (2002), which stated that provide a high assurances of security by an organization will make the employee more committed, whereby; turnover intention will reduces. Thus, the findings of previous studies reported a significant and negative influence of job security on turnover intention (Samuel and Chipunza, 2009; Conklin and Desselle, 2007; Chughtai & Zafar, 2006; Boella and Turner, 2005; Zhou and Volkwein, 2004; Batt and Valcour, 2003). Therefore, those employees who feel that are secured in their job, have less intention to turnover.

Hypothesis 1d: Recruitment and selection has negative effect on turnover intention.

The hypothesis 1c was supported by the finding of the both Pearson’s correlation analysis and linear regression analysis. Thus, a significant indirect effect of job security on employee’s turnover intention was found in this study. The result supports the studies of Robbins et al. (1998) which stated that implementing the wrong recruitment process will creates additional cost and increased the turnover intention. Therefore, well used of recruitment and hiring process will decreased the intention to turnover.

Hypothesis 1e: Teamwork has negative effect on turnover intention.

The finding supported the main hypothesis 1e by the current data. A significant indirect effect was found between teamwork and turnover intention. It means that the increase in use of teamwork will make the employee more intended to stay with the organization in RE industry in Tehran (lower turnover intention). The finding of this study is consistent with the findings of the study of Boselie and Wiele (2002) who illustrated that job accomplishment can be more easily done by teamwork which it caused to a decrease in the level of employee’s turnover intention.

Hypothesis 1f: Performance appraisal and evaluation has negative effect on turnover intention.

The finding supported the main hypothesis 1f by the current data. A significant indirect effect was found between performance appraisal and evaluation and employee turnover intention. It means that when the employees found that their performances are fairly appraised and evaluated by the organization, it will caused to have less turnover intention in RE industry in Tehran. The finding of this study is consistent with the findings of the study of Zimmerman and Darnold (2009) who reported that evaluation and appraise of an employee’s performances plays an important role in voluntary turnover. Besides that, other research conducted by Poon (2004) showed that the actual turnover intention is mainly due to the dissatisfaction with the performance appraisal structure implemented by the firm.

Hypothesis 2: HR practices have significant and positive effect on organizational commitment.

The finding supported the main hypothesis 2 by the current data. A significant direct effect was found between all dimensions of HR practices and employee organizational commitment. It means that the increase in use of HR practices will make the employee more committed to the organization. The finding of this study is consistent with the findings in prior studies (Chan, 2008; Yeung and Berman, 1997; Hiltrop and Depres, 1994; Whitener, 2001; Eisenberger et al., 1990; Meyer & smith, 2000; Guest, 2002). For instance, Edgar and Geare (2005) found a significant direct effect of four dimensions of HR practices on organizational commitment. Although, the result of the multiple linear regression analysis reported that only the training opportunity and compensation structure of the HR practices emerged as the main predictors and the significant elements in explaining the variance in employee’s level of organizational commitment in RE industry in Tehran. It is mentionable that the bundle of HR practices is important, as the organizations exploit plenty of HR practices and not once.

Hypothesis 2a: Training and development has positive effect on organizational commitment.

Based on the finding, it is obvious that hypothesis 2a was supported by the current data. Therefore, it was found that training and development has significant positive effect on organizational commitment. The finding is consistent with the study of Bartlett (2001) which demonstrated a significant direct contribution among training and organizational commitment. An employee perception of training opportunity as a support from the organization could makes him more committed to the firm (Bartlett, 2001). The finding of this study suggests that more use of training and development programs will caused to higher level of employee’s commitment to the organization.

Hypothesis 2b: pay and compensation has positive effect on organizational commitment.

The finding of this study support the hypothesis 2b which is pay and compensation has positive effect on organizational commitment. Based on the study of Whitener (2001), the compensation is a critical element of HR practices that have an undeniable impact on employee’s commitment. Furthermore, the pay and compensation packages can avoid the employee’s low commitment (Bhagat and Chassie, 1981; and Shore and Barksdale, 1998). So, the finding of this study suggests that well use of pay and compensation structure will make an employee more committed to the organization.

Hypothesis 2c: Job security has positive effect on organizational commitment.

The finding of this study support the hypothesis 2c which is job security has significant direct effect on organizational commitment. In this respect, the finding of the study of Ashford (1989) cited that job insecurity would indirectly influenced the employees outcomes such as lower employee’s commitment, job dissatisfaction, and enhance more turnover intention. Thus, the finding of this study suggests that the employee distinguished the feel of security in the job; it will make him more committed to the organization.

Hypothesis 2d: Recruitment and selection has positive effect on organizational commitment.

The finding of this study support by a study of Edgar and Geare (2005) which posited that recruitment and selection have a significant positive effect on organizational commitment. Based on the result, the Hypothesis 2d is accepted by the current data which indicates greater use of selection and recruitment will caused to a higher level of commitment for employee.

Hypothesis 2e: Teamwork has positive effect on organizational commitment.

The hypothesis 2e was supported by the finding of the both Pearson’s correlation analysis and linear regression analysis. The result is consistent with a study of Karia and Ahmad (2000) who stated that the organization that used teamwork was experienced a significant increase in the level of employee’s OC. In addition, Silos (1999) found that teamwork will make more committed employee. Besides, the concept of teamwork is extremely important to organizational commitment (Adebanjo and Kehoe, 2001; Stough et al., 2000). Based on the result of this study, the hypothesis is accepted with current data which indicates greater use of teamwork will caused to a higher level of commitment for employee. However, Harley’s (2001) findings on the 1998 employees reported that there is no significant correlation between teamwork and organizational commitment.

Hypothesis 2f: Performance appraisal has positive effect on organizational commitment.

The hypothesis 2f was supported by the finding of the both Pearson’s correlation analysis and linear regression analysis. The result is consistent with a study of Chang (2005) which found a significant direct effect of performance appraisal and evaluation on employee’s organizational commitment. Therefore, employee’s commitment is directly affected by performance appraisal and evaluation (Brown and Benson, 2003), which means that greater use of performance appraisal and evaluation will leads to higher organizational commitment.

Hypothesis 3: OC has significant and negative effect on turnover intention.

The hypothesis 3 was supported by the finding of the both Pearson’s correlation analysis and linear regression analysis. Thus, a significant indirect effect of organizational commitment on employee’s tendency to leave the organization was found in this study. The result supports the finding in researches by Allen and Meyer (1990) and Samad (2006), which found a significant and negative influence of organizational commitment on turnover intention. Therefore, employee’s intention to quit job is negatively affected by organizational commitment. It means that those employees who feel of strong commitment to their organization have less intention to leave their job.

Hypothesis 4: HR practices have significant and positive effect on job satisfaction.

Based on the findings, we can conclude that the bundles of HR practices are significantly and directly related to employee’s level of job satisfaction. This finding is similar to the studies of (Jackson and Schuler, 1992; Eskildsen and Nussier, 2000; Boselie and Wieles, 2002). Therefore, the hypothesis 4 is supported by current data and it means that the increase in use of HR practices will make the employee to be more satisfied. Besides that, the findings demonstrated that only training and development opportunity of HR practices had the most significant effect on job satisfaction. Thus, only the training and development opportunity emerged as the main predictors of job satisfaction in RE industry in Tehran. However, examination the effect of the bundle of HR practices on job satisfaction was the main objective of this hypothesis which was supported.

Hypothesis 4a: Training and development opportunity has positive effect on job satisfaction.

The results of the Pearson’s correlation analysis and linear regression analysis supported the hypothesis 4a, as expected. A significant positive effect of training and development opportunity on employee’s job satisfaction was found in this study. This finding is supported by Kimberly et al. (2002) who pointed out that those employees who participated more in training programs gained more job satisfaction (Schmidt, 2007; Phillips and Phillips, 2001). Therefore, based on the result of this study we can say that well exploiting of training and development programs by organization can make the feel of more satisfaction to the employee. However, this finding is in contrary to the study of Ofuani (2010), who cited that there is no correlation between training programs and job satisfaction in Benin City.

Hypothesis 4b: pay and compensation structure has positive effect on job satisfaction.

The hypothesis 4b was supported by the finding of this study with these current data. Thus, a significant positive effect of pay and compensation on job satisfaction was found in this study. Pay and compensation is one of the important factor of HR practices which have a significant direct influences on employee job satisfaction (Taylor, Nguyen, and Bradley, 2003; Stedham, Yamamura and Satoh (2003). Therefore, the finding of this study supported the finding of previous studies. However, Judge and Church (2000) reported that the level of pay and fair compensation is not as effective as compared to other HR practices’ elements on employee’s satisfaction. Thus, based on the finding of this research we can say that well use of pay and compensation structure will leads to higher level of job satisfaction.

Hypothesis 4c: Job security has positive effect on job satisfaction.

The results of the Pearson’s correlation analysis and linear regression analysis supported the hypothesis 4c, as expected. A significant direct effect of job security on employee’s job satisfaction was found in this study. This finding is supported by Yousef (1998), who pointed out that job satisfaction is positively affected by the feel of job security (Ashford, 1989). Therefore, based on the result of this study we can say that job security can make the feel of more satisfaction to the employee.

Hypothesis 4d: Recruitment and selection has positive effect on job satisfaction.

The results of the Pearson’s correlation analysis and linear regression analysis supported the hypothesis 4d, as expected. A significant direct effect of recruitment and hiring on employee’s job satisfaction was found in this study. This finding is supported by Burack, (1985) who stated that employee’s job satisfaction and performances are affected by recruitment sources (Robbins et al. 1998). Therefore, based on the result of this study we can say that the organization with well use of recruitment and selection processes can make the feel of more satisfaction to the employee.

Hypothesis 4e: Teamwork has positive effect on job satisfaction.

The hypothesis 4e was supported by the finding of this study with these current data. Thus, a significant direct effect of teamwork on job satisfaction was found in this study. So, the finding of this study is in line with the study conducted by Dean and Bowen (1994) on employees who working in large mid western company. It suggested that teamwork is positively related to employee’s level of job satisfaction. Therefore, the finding of this study supported the finding of previous studies. Based on the finding of this research we can say that well use of teamwork can caused to higher level of job satisfaction. However, the research conducted by European Foundation in UK steel company on Living and Working Conditions (2007), found that not every individual is eager to work in a team as they recognized that the teamwork has only the benefit for managers.

Hypothesis 4f: Performance appraisal and evaluation has positive effect on job satisfaction.

The results of the Pearson’s correlation analysis and linear regression analysis supported the hypothesis 4f, as expected. A significant positive effect of performance appraisal and evaluation on employee’s job satisfaction was found in this study by the current data. This finding is supported by Pettijohn et al. (2000), who pointed out that the performance appraisal have a positive influence on employee job satisfaction when employees found that they are being fairly evaluated. Based on the Nurse and Devonish (2007), the use of unfair appraisal and evaluation process by organization can make dissatisfaction. Eventually, the result of this study showed that well exploiting of performance appraisal and evaluation by organization can make bring the feel of satisfaction to the staff.

Hypothesis 5: Job satisfaction has significant and negative effect on turnover intention.

The hypothesis 5 was supported by the finding of this study with these current data. Thus, a negative effect of job satisfaction on employee turnover intention was found in this study. The finding shown in this study is consistent with the study of Naqvi, Rahman, and Ramay (2008), who revealed that turnover intention of the employee is negatively affected by job satisfaction. In addition, the employees with higher level of job satisfaction have more intention to stay with organization, so; the employee job satisfaction is the best predictor of potential turnover intention (Vogelzang, 2008). In contrary, Agustia (2011) found that job satisfaction has not relationship with turnover intention. Therefore, the finding of this research indicated that increasing job satisfaction will cause to less intention to leave the organization.

Hypothesis 6: HR practices have negative effect on turnover intention with regards to the mediating role of job satisfaction and organizational commitment.

The bootstrapping and path method was conducted to assess each components of the proposed mediation model. Hypothesis 6 tried to find the direct and indirect effect of job satisfaction and organizational commitment (mediating variables) in the relationship between HR practices and turnover intention. The finding of this study presented that the hypothesis 6 is not acceptable by the current data. Based on the important point of bootstrap and path method, whether the direct effect of mediating variable in the relation between independent variable and dependent variable is not significant; we cannot proceed to analyze the indirect effect of MVs. In the other word, the direct effect of both path "a" and path "b" must be significant in order to go through the indirect effect analysis.

First of all, it was found that HR practices were positively in association with job satisfaction and organizational commitment (P = 0.00) (Path a). Thereafter, it was found that the direct effect of job satisfaction and organizational commitment (MVs) on turnover intention was not significant (PJS = 0.249 – POC = 0.454) (Path b). However, the finding of path "c" presented that the effect of HR practices on turnover intention is significant (P = 0.009). Lastly, the result of path "c’" also revealed that there is no significant direct effect of HR practices on turnover intention with controlling for the job satisfaction and organizational commitment (P = 0.771). Hence, we can conclude that there is no significant direct effect between variables because the path "b" and path "c’ " did not meet the requirement.

Moreover, the results of the indirect effect of mediating variables (Path a*b) also confirm that there is no significant effect between the variables, since the zero value does occur between lower and upper values of all the tested variables.

Finally, the finding of this study revealed that the direct effect of mediating variables is not significant. Thus, the hypothesis 6 is not supported by the current data. We can say that there is no significant effect of HR practices on turnover intention with the mediating role of job satisfaction and organizational commitment. The finding of this study is not consistent with the study of Lee and heard (2000) who found that one of the important factors that is relates to employees attitudes such as level of employee’s satisfaction, commitment, and turnover intention is HR practices. However, Lee & Bruvold (2003) cited that HR practices did not have a direct impact on employees’ tendency to quit, but rather the relationship was fully mediated by OC and JS. In general, it is so difficult to compare the result of hypothesis 6 with other studies because there are little studies that examine the effect of HR practices on turnover intention through job satisfaction and organizational commitment.

Summary of the findings

As shown in Table ---, the summaries of the findings from testing the hypotheses are presented as follow:

Table 5, ---, Summary of the Results of Hypotheses

#

Hypothesis

Results

Accepted

Not-Accepted

H 1

HR practices have significant and negative effect on TI.

= -0.271

P = 0.010



H1a

Training and development has negative effect on TI.

= -0.292

p = 0.005



H1b

Pay structure has negative effect on TI.

= -0.215

P = 0.041



H1c

Job security has negative effect on TI.

= -0.219

P = 0.038



H1d

Recruitment has negative effect on TI.

= -0.223

P = 0.034



H1e

Teamwork has negative effect on TI.

= -0.224

P = 0.034



H1f

Performance appraisal has negative effect on TI

= -0.261

P = 0.013



H2

HR practices have significant and positive effect on OC.

= 0.894

P = 0.00



H2a

Training has positive effect on OC.

= 0.861

P = 0.00



H2b

Pay structure has positive effect on OC.

= 0.822

P = 0.00



H2c

Job security has positive effect on OC.

= 0.568

P = 0.00



H2d

Recruitment has positive effect on OC.

= 0.497

P = 0.00



H2e

Teamwork has positive effect on OC.

= 0.659

P = 0.00



H2f

Performance appraisal has positive effect on OC.

= 0.569

P = 0.00



H3

OC has significant and negative effect on TI.

= -0.240

P = 0.023



H4

HR practices have significant and positive effect on JS.

= 0.494

P = 0.00



H4a

Training opportunity has positive effect on JS.

= 0.527

P = 0.00



H4b

Pay structure has positive effect on JS.

= 0.390

P = 0.00



H4c

Job security has positive effect on JS.

= 0.295

P = 0.005



H4d

Recruitment has positive effect on JS.

= 0.319

P = 0.002



H4e

Teamwork has positive effect on JS.

= 0.460

P = 0.00



H4f

Performance appraisal has positive effect on JS.

= 0.429

P = 0.00



H5

JS has significant and negative effect on TI.

= -0.235

P = 0.026



H6

There is a significant relation between high HR practices & TI with regards to the mediating role of JS & OC.

Path "a"

P (JS) = 0.00

P (OC) = 0.00



Path "b"

P (JS) = 0.24

P (OC) = 0.45



Path "c"

P (HR) = 0.009



Path "c prime"

P (HR) = 0.771



The final answer of Hypothesis 6 is: Not-Accepted



Note: OC = Organizational Commitment; JS = Job Satisfaction; TI = Turnover Intention

Source: Developed for the research

5. Limitations of this Study and Recommendation for Future Research

The present study has several inevitable constraints which must be noted for future investigations. First, as the Renewable Energy is a new coming field in Iran, so there are not plenty of organizations (only four organizations are known as the Iranian RE industry). Therefore, the population size of this study which examined all experts and knowledgeable employees who are working in these organizations (90 employees), is small and only meets the minimum requirement for conducting the correlation and regression analysis. Therefore, the outcomes of this study may not be helpful for future of Iran’s RE industry and also countries which currently have an extensive RE industry with lot organizations. Hence, in order to generalize the findings, there is a need to re-test the prepared conceptual framework in this study with a large sample size for future investigations.

Second, based on the type of analysis and time period of data collection process of this study, the cross-sectional research design was used (data was collected at particular point of time). Therefore, the outcomes of this study were not able to examine the long-term effect of the variables. Due to the collecting data at one point in time, the findings of this study could be different over a period of time. Therefore, future researches in this area could use of longitudinal researches (collecting data over a long period of time) in order to validate the direction of causality involved in this study and form a more trend across the time.

Third, based on the novelty of RE field in Iran, the number of experts and knowledgeable employees is not many. Therefore, the actual turnover of this level of employee (RE’s experts) was the main purpose of this study. In this respect, all data were collected only from the experts and the rest levels of employees were eliminated. Hence, the findings of this study might be reflected from potential for bias. Therefore, future studies in this area could consider different level of employees and sources such as managers, appraisers or employees’ supervisors in order to gathering data.

5. Implications

In spite of the mentioned limitations and suggestions for future examinations, the outcomes of the current study provided implications for Renewable Energy Industry in Tehran as well. In this study the effect of HR practices (training and development, pay and compensation, job security, recruitment and selection, teamwork, and performance appraisal and evaluation) on turnover intention with the mediating role of job satisfaction and organizational commitment was tested. According to Pfeffer (1998), HRM practices are the foundation of any type of organization. It is most logical for organizations to concentrate on build and maintain their specialists and experts instead of hiring the new employees through the HRM (Beechler, Bird & Raghuram 1993).

In the area of HR practices, this study examined the effects of (a) HR practices on turnover intention, (b) HR practices on organizational commitment, and (c) HR practices on jab satisfaction. The findings of this study revealed that the bundle of HR practices have significant indirect effect on turnover intention. However, all dimensions of HR practices separately have significant negative effect on turnover intention; the training and development opportunity was emerged as the most significant and dominant element in reducing the employee’s intention to leave the organization. Besides that, it was found that the bundle of HR practices and also each specific dimension of HR practices have significant positive effect on organizational commitment and job satisfaction. The outcomes of this study showed that both training and development opportunities, and pay and compensation structure was found as the two significant components of HR practices in the relationship with organizational commitment. Moreover, again training and development opportunities emerged as the prior component of HR practices in the relationship with job satisfaction. Management should be ensuring that their employees attain appropriate level of skills for their basis duties. Therefore, management in Renewable Energy industry in order to decrease employee’s actual turnover and enhance employee’s commitment and satisfaction should focus on providing the training programs and development opportunities frequently and must considers it as the daily task, since it distinguished as the most significant and dominant HR practices’ factor on turnover intention, organizational commitment, and job satisfaction. More to the point, the pay and compensation structure was found as the second important HR practices’ element which has a significant direct effect on organizational commitment. Therefore, it is suggested that the RE’s managers should concentrate to revise and modify their current pay structure. Moreover, RE’s managers must try to build a reward packages in both financial and non-financial forms.

In addition, the findings of this study found that both organizational commitment and job satisfaction have significant negative effect of on turnover intention. The RE’s managers can apply the outcomes of this study, since it was found that the employee’s tendency to leave the organization is principally determine by an employee’s level of organizational commitment and how he/she is satisfies to the organization. Therefore, in consider to the positive effects of HR practice on organizational commitment and job satisfaction, it is suggested that management should implement several suitable HR practices to enhance the individual’s level of JS and OC due to decrease the employee’s turnover intention. However, managers should notice that all HR practices do not work for all firms, hence; it is so important for RE’s managers to distinguish what HR practices are helpful and what are not.

Surprisingly, in this study among the Renewable Energy’s experts and knowledgeable employees in Tehran, the simultaneous effect of HR practices on turnover intention with the mediating role of organizational commitment and job satisfaction was not found. However, the effect of each variable on others was reported in this study. Therefore, managers need to be focus on the effect of each proposed constructs in order to reduce turnover intention among the employees. Besides, employee’s perceptions of HR practices could be different thus; management should be aware of the employee’s perception of implemented HR practices and they should exploit those dimensions of HR practices which make the employee more committed, more satisfy and whereby less intention to quit. In this area, RE’ employers should displaying that they are using the HR practices for employee’s benefits; subsequently the employees recognize the HR practices as support from the firm.

5. Conclusion

Renewable Energy field is a newly coming field in Iran which is currently suffering from employees’ turnover issue. This study tried to examine that how implemented HR practices could have effect on employee’s organizational commitment and job satisfaction which might caused lower turnover intention. The findings of this study have supported hypothesis 1 to 5 where HR practices, organizational commitment, and job satisfaction separately have significant negative effect on turnover intention, and HR practices have significant positive effect on organizational commitment and job satisfaction. Furthermore, the training and development opportunity was emerged as the most significant HR’ dimension which has the strongest effect on turnover intention, organizational commitment, and job satisfaction. The reason is that, Iran’s Renewable Energy field does not currently have any domestic scheduled training programs for employees due to the lack of RE knowledge. Only once or twice a year, the solar and wind instructors from the advanced countries in the RE industry come to Iran to raise the level of RE’ knowledge which these sessions are held in the form of general conferences. Therefore, fundamental approaches is necessary in this respect, and first of all the Renewable Energy’s syndicate of Iran should be focused on educating the domestic RE instructors, until organizations do not suffer from a lack of knowledge and training programs.

Additionally, the hypothesis 6 was not supported by current data, therefore; there is no significant negative effect between HR practices and turnover intention with the mediating role of organizational commitment and job satisfaction simultaneously. Apparently, this is a new finding as it has not been examined by any other researchers in the Renewable Energy industry. Consequently, the reported outcome in this study is able to make new insight for future examiners who are involved in exploring analogous area.

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