Training, Employee Readiness, and Change-Supportive Behavior: Evidence from the Sports Goods Industry

Abstract

This study examines the effect of training and development practices on change-supportive behavioral intention, with employee readiness for change as a mediating mechanism. Drawing on Conservation of Resources theory, the study argues that training and development practices serve as organizational resources that enhance employees’ psychological preparedness for change and encourage supportive behavioral intentions. Data were collected through a cross-sectional survey of 154 employees and analyzed using reliability analysis, correlation analysis, hierarchical regression, and bootstrapped mediation analysis. The findings show that training and development practices significantly predict employee readiness for change and change-supportive behavioral intention. Employee readiness for change also has a strong positive effect on change-supportive behavioral intention. Mediation analysis further confirms that employee readiness for change significantly mediates the relationship between training and development practices and change-supportive behavioral intention. The study contributes to change management literature by identifying employee readiness as a key psychological pathway through which training and development practices influence employees’ willingness to support organizational change. The findings highlight the importance of using training and development strategically to build readiness, reduce uncertainty, and strengthen employee participation during organizational change.