【正文】 in employee co mmitment, their effects are not direct. In particular, they found that career development, employee evaluation of appraisal practices, and assessment of the benefits offered by the anization have an effect on both affective and normative mitment, while training was found not to contribute to the increase in employee mitment. Another finding of great importance, reported in this survey is that, the way HR practices are related to mitment may be indirect,mediated by two other variables, the organizational support and the procedural justice. The discussion thus far leads to the following two hypotheses: H2. here is a positive relationship between employee perceived training effectiveness and motivation. H3. There is a positive relationship between employee perceived training effectiveness and employee mitment. In spite of the assertions made above, concerning the benefits of training and its positive effects on employee outes, there is a whole body of literature, debating the overall benefit anizations obtain from training their people, in an era of intense employee mobility. Cheramie et al. (2021), present evidence that, executives who change jobs frequently, are more likely to earn higher salaries and climb higher in organizational ranks. This makes employers more likely to be hesitant, or even to avoid investing in the development of their employees, when faced with circumstances where people use their training to increase their own market value and employment opportunities, at their pany’s expense. The trend of increasing individualism, at least in the developed economies, is adding legitimacy to the claims of the boundaryless career proponents (Baruch, 2021). More and more, people tend to try to selfmanage their careers, rather than leave it to the hands of their employer. This creates a transactional relationship between employers and employees, making the psychological contract practically void (Baruch, 2021). However, in countries where individualism is low or rather low, such as Greece (Hofstede, 1994), the psychological contract is relatively strong, in a large part of the economy and people, by and large, still have the notion of getting a job that will last, at least for as long as they want it to. Given the relatively stable economic and sociopolitical environment in Greece, as well as the high level of uncertainty avoidance (the highest among 53 countries in Hofstede (1994, p. 129) the propensity of employees to change jobs voluntarily is rather small. Additionally, as discussed in the following section, the sample in this study es from first line supervisors and clerical personnel, which as distinct anizational levels, do not employ people particularly prone to change jobs, due to factors relating to age, education, industry and socioeconomic status, at least pared to those from higher anizational strata. In conclusion, at least within the scope of this study, training and its perceived effectiveness are expected to relate to the variables discussed above, in the way stated in the hypotheses. Methodology The sample The people prising the sample of this study were 134 males and females (63 and 71 respectively), attending a training seminar. The participants were employees and firstline supervisors, working for five large Greek anizations (employing over 1,000 people each) representing five sectors of the industry. The participants were given a fourpart questionnaire to fill out,