Training Effectiveness and Commitment to Organizational Change: Saudi Arabian ARAMCO

Training aims at the individual’s development and organizational change aims at the organization’s development, they both meet halfway that development comes only through one source, “the individual”. This paper is an endeavor to probe how training, as the corner stone for change, is a substantial element in improving the performance of individuals and equip them with the necessary knowledge required for conducting business, in addition to the way it makes the human being more acceptable to such change and development. This paper aims to address the question “what is the effect of training evaluation on commitment to change?” using the widely accepted theories in management. This descriptive study utilizes survey methodology approach designed to identify the relationship between employees’ training and employees’ organizational commitment to change measured by three organizational commitment components as suggested by Herscovitch and Meyer 2002 The target population of this study consisted of ARAMCO employees with 321 participants. The major findings from this study is that the training-related variables were significantly related to dimensions of commitment to organizational change. Affective commitment to organizational change is highly affected by training evaluation program; while, continuance and normative commitment to change are less influenced.