CAPSTONE PROJECT

Research Based Project

ON
The Impact of Training and Development on Employee Performance in the Organization
MASTER’S DEGREE IN BUSINESS ADMINISTRATION
OF
CHANDIGARH UNIVERSITY, GHARUAN, MOHALI
SUBMITTED TO
CHANDIGARH UNIVERSITY-
UNIVERSITY SCHOOL OF BUSINESS

Supervised by: Submitted by:

Name: Dr. Meghna Rana Student Name: Ahmad Al-dahouk
Designation: Assistant Professor UID:23MBA11755
Chandigarh University

CHANDIGARH UNIVERSITY, GHARUAN, MOHALI

BATCH 2023-2025
 ACKNOWLEDGEMENT

We hereby do solemnly acknowledge that we have taken our sincerest efforts in this project.
However, it would not have been possible without the support and help of many individuals and
organizations indulged along the way. We would like to extend our sincere thanks to all of them.

We are highly indebted to [Link] Rana for his guidance and the constant supervision as well
as for providing all the necessary information to us regarding the project and also for the support
in completing the project.

Our thanks and appreciations also go to all of our colleagues who formed a part in developing the
project and the people who have willingly helped us out with their special abilities.

Signature Student 1:

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 CERTIFICATE (by the Supervisor/ Guide)

I have the pleasure in certifying that (Ahmad Aldahouk UID:23MBA11755)

are bonafide student of 4th Semester of the Master’s Degree in Business Administration (Batch
2023-2025), of Chandigarh University, Gharuan, Mohali, Punjab with UID No.

They have completed Capstone project (Research Based Project) work “(The Impact of
Training and Development on Employee Performance in the Organization)” under my guidance.

I certify that this is original work of this group and has not been copied from any other source.
This project has also not been submitted in any other institute / University for the purpose of award
of any Degree.

This Project fulfils the requirement of the curriculum prescribed by this university for the said
course. I recommend this project work for evaluation & consideration for the award of Degree to
the students.

Signature :
Name of the Guide:
Designation :
Date :

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 Table of Contents

Chapter No. Title Page

Number
CHAPTER 1 INTRODUCTION 7-13
1.1. Introduction 7
1.2. Important of training and development 7
1.3. Types of training and development programs 8
1.4. Challenges in implementing training and development 8
1.5. Impact of training and development 9
1.6. Organizational benefits of training and development 10
1.7 Strategies for effective training and development 10
1.8 Research questions 11
1.9 Objectives of training and development 11
1.10 Significance of the study 12
1.11 Methodology overview 12
1.12 Problem statement 12
CHAPTER 2 LITERATURE REVIEW 14-27
2. Overview 14
2.1 Literature Review 14
2.2 Research Gaps 27
CHAPTER 3 RESEARCH METHODOLOGY 28-31
3. Overview 29
3.1. Research problems 29
3.2. Objectives 29
3.3. Research design 30
3.3.1. Research Approach 30
3.3.2. Sample Design 30
3.4. Sources of data collection 31
CHAPTER 4 DATA ANALYSIS AND RESULTS 34-46
4. Introduction 34
4.1. Descriptive analysis 34
4.2. Statistical analysis 37
4.3. The measurement model assessment 37
4.4. Structure modeling 42
4.5. Hypotheses testing outcomes 42
CHAPTER 5 DISCUSSION AND IMPLICATIONS 47-51
5. Introduction 47
5.1. Discussion 47
5.2. Managerial Implications 48
5.3. Societal Implications 49
5.4. Conclusion 51
5.5. Limitations 52
REFERENCES 53-59
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 LIST OF FIGURES

Figure Title Page

Number Number
1. GENDER 35
2. AGE 36
3. Chart title 36
4. Structural modeling 42

LIST OF TABLES

Table Title Page

Number Number
1. 39
Table Internal consistency reliability
2. Table Heterotrait-monotrait ratio (HTMT) - Matrix 41
3. Table Inner model – List VIF 41

4. Mean, STDEV, T values, p values 43

5. Table PLS-Predict 44
6. Table f-square & R-square 46

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 EXECUTIVE SUMMARY

The research work, The Impact of Training and Development on Employee Performance in the
Organization, examines the pivotal performance of training and development interventions in
contributing to employee performance and organizational success. In the current competitive
business world, organizations are realizing more and more the need to invest in human capital in
order to ensure long-term growth. This research examines the impact of organized training
programs on employee competencies, productivity, motivation, and job satisfaction, translating
into better organizational outcomes.

The study utilizes a mixed-methods design, where quantitative data from employee performance
indicators and qualitative findings from interviews and surveys of employees and managers are
used together. The study indicates a strong positive relationship between good training programs
and employee performance. Employees who engage in regular training and development show
greater levels of competence, adaptability, and engagement. Furthermore, these programs create a
culture of continuous learning, which is critical to innovation and staying ahead of the competition.

The key drivers of the success of training programs identified are alignment with organizational
objectives, individualized learning pathways, and the application of contemporary training
methods like e-learning and experiential workshops. Leadership support and feedback loops are
also emphasized by the study as critical to making training programs relevant and effective.

Nonetheless, issues like budget limitations, time constraints, and opposition to change were cited
as possible impediments to implementation. To counteract these, the study suggests strategic
planning, effective communication, and constant assessment of training performance. In summary,
this project highlights the importance of training and development as a strategic mechanism for
improving employee performance and organizational success. Through investment in employee
development, organizations can not only enhance individual performance but also attain long-term
business goals, promote employee retention, and sustain an energized workforce.

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 CHAPTER 1

INTRODUCTION

1.1. Introduction

The dynamic nature of the modern business environment requires organizations to adapt and
change on a regular basis in order to remain competitive (Gupta et al., 2024). The best method to
accomplish this is by developing their employees. Training and development have become
imperative methods of improving employee performance, allowing organizations to attain
operational excellence and sustainability in the long run. Here, the effect of training and
development on the performance of employees has become a central concern for researchers and
practitioners alike.

Training and development cover a spectrum of organized activities that are intended to build
employees' knowledge, skills, and abilities. Training, on the one hand, concentrates mainly on
giving employees the necessary skills to perform their immediate job tasks, while development
targets overall development possibilities, future challenges, and future responsibilities of
employees (Odebode & Ogunbayo, 2025). These efforts, together, are an integral part of human
resource management initiatives, significantly adding to the performance of individuals and
organizations.

1.2. The Importance of Training and Development for Employee Performance

Training and development investment is now not an option but a need for organizations looking to
stay ahead in the market. Employees are able to effectively perform their roles through proper
training, leading to increased productivity and organizational performance as a whole (Savari et
al., 2023).

Development programs also lead to innovation, flexibility, and resilience, which are paramount in
the present turbulent and ambiguous business environment.
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 For the employee, training and development provide an opportunity to increase their career
options, enhance job satisfaction, and gain confidence. Organizations that have employee
development high on their agendas build a favourable work environment with high levels of
engagement, commitment, and motivation (Ahmed & Badhusha, 2025). Such organizations are
thus better placed to acquire and retain good talent, minimizing turnover and recruitment
expenditure.

1.3. Types of Training and Development Programs

1- Organizations employ various training and development methods to address diverse learning
needs and objectives. Common types include:

2- Technical Training: Focuses on specific job-related skills, such as software usage,

equipment operation, or data analysis.

3- Soft Skills Training: Enhances interpersonal skills, communication, teamwork, and

emotional intelligence.

4- Leadership Development: Prepares employees for managerial roles by developing

their decision-making, strategic thinking, and people management skills.

5- Cross-Functional Training: Enables employees to work across different departments,

fostering collaboration and organizational flexibility.

6- E-Learning Programs: Offers flexible, self-paced learning opportunities through online

platforms and resources.

1.4. Challenges in Implementing Training and Development Programs

1- Despite the numerous benefits, organizations often encounter challenges in implementing

effective training and development initiatives. Key challenges include:

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 2- Resource Constraints: Limited budgets and time often hinder the
implementation of comprehensive training programs.

3- Resistance to Change: Employees may be reluctant to participate in training due to fear of

change or additional workload.

4- Measuring Effectiveness: Evaluating the impact of training on employee performance can be

complex and requires robust assessment frameworks.

5- Keeping Pace with Technological Advancements: Rapid changes in technology necessitate

frequent updates to training content, which can be resource-intensive.

1.5. Impact of Training and Development on Employee Performance

1- Training and development programs have a profound impact on various aspects of

employee performance.

2- Improved Job Efficiency: Employees equipped with the right skills and knowledge
perform tasks more effectively and with greater accuracy.

3- Increased Motivation and Morale: Training initiatives signal that the organization values
its employees, boosting their morale and motivation to excel.

4- Enhanced Problem-Solving Abilities: Development programs encourage employees to think

critically and develop innovative solutions to challenges.

5- Career Advancement Opportunities: Employees who undergo regular training are

better prepared for promotions and higher responsibilities.

6- Adaptability to Change: Continuous learning enables employees to adapt to new

technologies, processes, and market demands.

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1.6. Organizational Benefits of Training and Development

The benefits of training and development extend beyond individual employees to the organization
as a whole. These benefits include:

1- Increased Productivity: A well-trained workforce operates more efficiently, driving higher

productivity and profitability.

2- Enhanced Employee Engagement: Training fosters a sense of belonging and commitment

among employees, leading to increased engagement.

3- Innovation and Creativity: Employees who receive development opportunities are more
likely to contribute innovative ideas and solutions.

4- Talent Retention: Organizations that invest in employee growth create a positive

employer brand, attracting and retaining top talent.

5- Competitive Advantage: A skilled and knowledgeable workforce provides a strategic edge

in the marketplace.

1.7. Strategies for Effective Training and Development

To maximize the impact of training and development programs, organizations can

adopt the following strategies:

1- Needs Assessment: Conduct regular assessments to identify skill gaps and align training
programs with organizational goals.

2- Customized Training Solutions: Tailor training content to meet the specific needs of
employees and the organization.

3- Leveraging Technology: Use advanced tools and platforms, such as virtual reality or AI-
driven learning systems, to enhance training effectiveness.

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 4- Regular Feedback and Evaluation: Establish mechanisms to gather employee feedback and
measure the impact of training programs on performance.

5- Encouraging a Learning Culture: Promote a culture of continuous learning by recognizing

and rewarding employees who actively participate in training initiatives.

1.8. Research Questions

The study is guided by the following research questions:

1- How do training and development programs influence employee

performance?

2- What are the key challenges organizations face when implementing training
initiatives?

3- What strategies can organizations adopt to improve the effectiveness of training and
development programs?

4- How does employee perception of training impact their engagement and productivity?

5- What is the role of technology in enhancing the delivery and outcomes of training
programs?

1.9. Objectives of Training and Development

1- To identify the key challenges organizations leading to job satisfaction.

2- To examine the influence of training and development programs on employee job satisfaction.

3- To asses employee technology adoption impact on job satisfaction.

4- To evaluate employee engagement impact on job satisfaction.

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1.10. Significance of the Study

This research is important because it enlightens us about the critical contribution that training and
development make in improving employee performance and, therefore, organizational
performance. Through investigating this connection, the research gives insights to decision-
makers on how to create and execute effective training programs that align with strategic plans. It
also identifies the advantages of developing a culture of lifelong learning, which is essential in
securing and holding onto talent in a competitive employment market.

1.11. Methodology Overview

This research employs a quantitative research design to examine the impact of training and
development on employee performance in the organization. The study will focus on collecting and
analyzing numerical data to identify trends, relationships, and measurable outcomes related to
training and development programs.

1.12. Problem Statement

In spite of the acknowledged value of training and development, organizations are often unable to
execute programs that actually improve employee performance. Some of the common challenges
include constrained resources, change resistance, and measuring outcomes, which can stifle the
effectiveness of these initiatives. This research aims to overcome these challenges by investigating
the connection between training and employee performance, determining best practices, and
delivering practical recommendations for organizations seeking to maximize their training
initiatives.

Chapter summary

In summary, training and development are essential to improve employee performance and
organizational success. Through investment in these programs,organizations can develop a
competent, motivated, and flexible workforce that can address present and future challenges. For
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employees, training and development offer a route to personal and professional development,
leading to job satisfaction and career progression. Finally, the alignment of employee and
organizational goals through good training and development initiatives brings a win-win
association that propels long-term success.

Future steps

Chapter 2 (literature review): Conducting the process of collecting data from literature
reviews and obtaining the required information that benefits our research and supports its
objectives, and deducing and analyzing gaps.

Chapter 3 (Research Methodology): We will conduct questionnaire for a random sample

of employees in companies and organizations and obtain their opinions about the impact of training
and development on employee performance and increasing company productivity in a way that
serves the research objectives.

Chapter 4 (Findings & Interpretations): We will analyze the data collected through the
questionnaire that was created and then interpret its relevance to the research hypothesis and point
out the research that supports the research hypothesis and the research that contradicts it and
present my conclusions.

Chapter 5 (Conclusion and recommendations): Displaying the research results and

whether development and training are important for employee performance and their impact on
the company’s development.

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 CHAPTER-2

LITERATURE REVIEW

2. Overview

This chapter presents the foundations of the conceptual model proposed for this study. It helps
understand the theoretical foundations and presents the diverse perspectives presented by various
research studies. This chapter also aims to provide a critical evaluation of the literature on the impact
of employee performance on efficiency and increased productivity. This study, published in
prestigious international publications on the impact of training and development on employee
performance, was subjected to in-depth research to gain a useful understanding of the relationship
between training and development and employee performance and satisfaction.

2.1 Literature review

Ramya et al., (2025) has stated that majority of the organizations believe that enhancing the
employee’s skills will help the employees to enhance their work efficiency which in turn increase
the organizational profitability and increase the value of shareholders. To substantiate the above
statement, Vodafone is one of the leading telecom services which consistently spent billions of monies
for training and developing their employees. This research was undergone to know the attitude of the
employees towards training and development programs in Vodafone. The study also focused upon the
outcome of the training activities carried out by the organization. The findings revealed that training
and development activities had a positive association with organizational commitment, dimensions of
learning and performance appraisal of the employee. Thus, the study concludes that training and
development activities bring positive attitudinal outcomes for both the employee and organization.

Rahis & Ali (2025) The main asset for all association is its workforce. Organizational success
seems based on personnel performance. In this age of globalization, education and training are
essential for successful and energizing enterprises. It is the nerve that must help the firm grow
while also enhancing the working conditions for employees. In most firms, training and
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development are the most important variables influencing worker efficiency. According to the
survey, employees are motivated by training, they are aware of it, and training and growth lead to
better performance. In order to improve performance, the study advised that all employees' training
and development be dynamically monitored, made mandatory, and that the employer should offer
all employees training programs that are required.

Tripathi & Kalia (2024) It might be inferred that participants from their respective
scientific and administrative departments were familiar of various learning and growth initiatives
in the company. Instructional techniques play an important role in the lives of workers since
they aid them to improve their efficiency, which in turn serves to increase the efficiency within the
organization in which they serve. Whenever the significance of instruction in increasing
productivity at work in relation to age was evaluated, it was discovered that practically each of the
participants from four distinct age categories have a good perspective about the importance of
learning in enhancing worker efficiency. As a result, learning approaches can be stated to improve
the efficiency of workers. There only comprised 30 females, and they all agreed that instruction
increases productivity at work. It could also be stated that both males and females had favourable
attitudes on learning and its contribution in increasing worker productivity. The results showed an
unequal distribution among participants across educational levels. Half of the holders of degrees
(50%) were uninterested in the viewpoint. The remaining groups of participants had an optimistic
view regarding the role of instruction in increasing productivity at work. In total, 45 % participants
that remained indifferent regarding the consequences of the two distinct training in the workplace
as well as outside sessions. As a result, it is possible to conclude that most of the participants are
agnostic regarding whether the effect of instruction applies equally for in the workplace or off-the-
job approaches to training. In total, 45 % participants that remained indifferent regarding the
consequences of the two distinct learning in the workplace as well as outside sessions. As a result,
it is possible to conclude that most of the participants are agnostic regarding whether the effect of
instruction applies equally for in the workplace or off-the-job approaches to training.

Biswal et al. (2024) According to the scholars, the work is essential because it reveals
insightful information on transferring skills throughout the field of sold at stores expertise. In order

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to facilitate an organized transmission of knowledge returned to the work environment, educating
transference must be utilized simultaneously properly and wisely. The retail industry has
consistently been during the leading edge in presenting possibilities for instruction for its staff;
nevertheless, persistent efforts need be made to guarantee that the method of transition remains
just as productive as the instruction provision. The learning and growth role across different Retail
enterprises must guarantee that appropriate instruction methodologies are used to offer
encouragement to the organizational execution method. An operational transmission method
combined with the appropriate instruments ensures of which the instruction structure is productive
and consistently produces the intended outcomes. All of the commercial instructional initiatives
have an effect on the industry effectiveness and staff productivity in every aspect of expert. Both
psychological and corporate growth are possible. Learning has immediate effects on Individuals
as well as collaborative efficiency that contributes to the growth of the corporation might be
accomplished in a certain target defined by the firm and could accomplish the purposes. Learning
is necessary for every organization, but it is especially important in the retail sector. Every single
day, the worker has numerous problems while dealing with customers. Learning promotes
organizational growth and pushes employees to perform to the best of their abilities. The
significance of the instruction session is unable to overstated. The conscious mental state of
humans is like a balloon in that it only operates while its flaps extended. A restricted mentality is
analogous to a dark tunnel made darker through the debris of illiteracy and intolerance. An
unclosed cognitive system appears to be a brightly colored landscape wherein novel thoughts
might bloom through learning session. When planning the learning initiative, the goal needs to be
explicit. Instruction promotes individual development by developing a sense of self-worth, self-
assurance independence, self-awareness discipline, and self-denial. The emphasis is on the effect
of instruction associated via perception, Education and beliefs, that will encourage a greater level
of royalties from consumers and indirectly.

Wildan (2023) A Case Study conducted on Fortis Escorts Hospital Delhi NCR This
investigation convincingly demonstrated that worker efficiency may be significantly improved
through training and development to clear goals and expectations of employees, self-esteem
employee motivation and retention in the organization as well as creating a permissive and
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conducive Socio-Cultural environment in the hospitals.

Singh & Swami (2023) The impact of training on Employee job satisfaction and retention
with reference to selected engineering industries in Coimbatore.

Training helps to develop latest skills and strengthen the current skills that they bring to the work.
It is significant to an individual and to the organization. The learning skills are used to develop in
a career and feel good about the job. Investing and inculcating effective training to an employee
provides a sense of self-esteem and makes them more important to the business.

Newline Employee retention is one of the problems faced by most of the leading organizations.
Especially, the middle level employees (Supervisory to manager level) attrition is in higher level
compared to workmen or top management. Hawke et al. (2021) examined that training and
development of middle level managers in the emerging economies make any differences in
performance. Devesh et al. (2024) and Tripathi & Sankaran (2021) explored to identify main
factors of retention in heavy engineering industry and results indicate competence, developmental
relationship and reward oriented substantial roles play in making employees retention and how at
middle managerial level deciding upon the retention strategies. So, management is failed to retain
the potential employees and facing the negative consequences. Retaining the potential employees
who want to exit from the organization for better employment is the biggest challenge for the
organization.

Jacobsen et al. (2023) has examined that training supports the employees to get new
skills and develop professionally through which employee turnover can be reduced. A survey by
LinkedIn reveals that 94 percent of employees were willing to stay in their organizations, if the
organization is investing in their career growth and development. Thus, training and development
are considered to be vital in all organizations as the 16 average costs involved in losing an
employee is high. Hence, it is considered to be fair and wise to invest in employee training and
development initiatives by the organizations.

(Sok et al., 2019) Privately owned higher education institutions presently tend to fare

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badly due to inadequate staff education and instruction. In order to better understand how learning
and growth affect staff efficiency, five-month research took place during March to July 2019. The
Statistical Package for Social Sciences (SPSS) and the analyses of variance (ANOVA)
methodology was both used. Conclusions from the research suggest that educational and
developmental opportunities helped newly hired workers acquire the required skills. The findings
from the research show that education and mentoring enabled novice employees acquire the
abilities required for employment, that aided in increases in efficiency and supported succession
strategy which was in line with educational goals. However, the institution must have a training
and development policy in order to productive. The research's primary theory is that it
demonstrates a connection of staff progress and achievement.

Giri et al. (2019) The number of construction companies in India is growing daily,
which means that the demand for effective employees is also growing. However, there is a high
level of employee unhappiness among construction company employees in India, which leads to
an elevated employee attrition rate. Motivating workers in the construction business might result
in their satisfaction. Mangalam, K.R. university offering both monetary and non-monetary
incentives. The elements influencing employee retention in the construction business have been
discovered and evaluated in this article. Structural questionnaires were sent to architects, civil
engineers, builders, surveyors, Clarks, and other members of some construction companies in
order to solicit the opinions of 287 personnel.

Al-Mughairi (2018) An analysis of how training procedures affect staff productivity in

the Indian oil sector. Organizations must focus on material and course content. Proper time should
be given to them to learn the subject matter. Make employees work more independently. It should
be taken into concern that each employee in training program must learn the adoption of new
technology or improve their current ability to utilize technology. Similarly, training must
emphasize on developing team spirit in each employee in training program so that they attain their
goals as well as organizational goals efficiently and effectively. In training programs ensure that
each 136 employees learn how to keep harmony between career and personal life and how to
reduce stress. Make staff feel more empowered and open communication should be there so that

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one can communicate freely whenever needed. In all it is said synchronize the whole thing in such
a way that there is a synergy between manpower and business strategy.

Liambo (2018) Productivity of Project Management Team Training and Development

in the Construction Sector. As most construction companies are not able to find enough qualified
workforce for their projects. Apprenticeships remain advantageous for both the employee and the
company that employs them. In his study he took data from 250 employees. As a result, workers
will stay on the job longer since they are more satisfied with it. Similar to employees, companies
gain from good quality work because there are fewer errors, safety concerns, and employment
costs. Because of employees being happier at their place of employment, organizations can also
reduce employee turnover.

Nyokabi et al. (2017) The study stated that learning is crucial for the growth of new
and existing staff members for effective work. 800 employees of a Nairobi- based geothermal
energy company provided information. The research presented here demonstrates the link between
worker efficiency and learning and growth. According 77 to research, professional development
is crucial both the business and the workers since it improves productivity, inspires workers, and
fosters confidence among workers. The personnel should use pertinent courses based on the
company aim to obtain the expertise and abilities that will help them improve how they perform.

Ganorkar et al. (2017) Effectiveness of training and development on employee

performance a study of national thermal power corporation She took Proportionate Sampling of
329 Employees in Anta, Kota Region, Rajasthan. This study reflected the correlation between
determinants which associates to training and employee proficiency. There is observation of
individual worker.

Immanuel & Muthuvelayutham (2016) The research has been done on Tamilnadan
Electricity board in TANGEDCO. There is Interpretation of that how much effect of training and
development towards organization commitment. Findings states that training and organizational
commitment have significant correlation between them.

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 Jothibasu (2015) A study on the profitability of instruction programmed for worker at
Aringar Anna Sugar Mill in the Kurungula district of Thanjavur. Additionally, efforts have been
made to assess how the training process contributes to the creation of the organizational
competitive advantage, employee happiness, and overall organizational performance. The
research's conclusions shed light on the useful and complementary elements of employee training
by combining 231 modelling quality criteria with training modules to address both quantitative
and qualitative issues. The Mills' training and staff advancement are inextricably related to their
competitive advantage in management. A good possibility of training encourages employee
contribution and advances skills.

Ho & Yeung (2015) An important component of training is the use of modern methods
and novel educational theories. Successful training requires the use of engaging teaching methods
that can quickly increase employee understanding.

Treven et al. (2015) On boosting worker productivity through the application of

different instructional methodologies, the performance of the organization can be enhanced. Thus,
accomplishing research to evaluate methods of instruction is encouraged because they might be
essential to a corporation's success. The influence of human resource management and training
techniques on company productivity has received significant attention in the study.

Rumokoy & Paat (2015) The quality/quantity of work, planning/organizing, initiative,

coordination and collaboration are particularly some factors that used for research to investigate
changes in staff performance. Their study's findings demonstrated the extent as well as amount of
labor, planning and organization, initiative and dedication, teamwork and cooperation, and
communication of employees prior to and following instruction differed significantly.

Hafeez & Akbar (2015) The results of the research indicate the effect of learning and
growth initiatives has a favorable association with worker happiness, work engagement, and
teamwork. The level and standard of employee instruction and growth have an impact on IT
organizations. Organizations confront tough both within and outside rivalry for excellent people
in the current economic environment, whereby all sectors are grappling with labor and talent
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shortages. IT corporations make significant investments in learning and growth in order to take
advantage of advantages of a more enriching job atmosphere with greater levels of worker
preservation, in addition to improved efficiency and profitability. As a result of the study, it has
been determined that instruction and growth in the information technology sector produces
favorable behavioral effects on staff members along with a general growth for enterprises. Workers
who wish to improve their skills and abilities can benefit from instruction and growth, which will
improve productivity at work. The present research investigates the structure for evaluating the
influence of learning and growth on 74 workers' professional perspectives toward instruction and
advancement in the information technology (IT) industry. The results also show indicate the
influence of instruction and growth initiatives has a favorable association with individuals' job
fulfillment, teamwork, and job engagement. The clearest benefit of instruction and growth is
improved personnel efficiency at work. It's important due to instruction and growth, turnover rates
will be minimal, resulting in increased worker efficiency, which in turn will all drive staff to
contribute joyfully. Workers will use the newly acquired ability and information to whatever that
produce, create, and execute. When the worth and capacity offered by its workforce is to be taken
advantage of and produced, IT organizations must invest in learning and growth. Worker retention
and departure are among the most pressing challenges in the IT industry. Retaining staff members
is heavily influenced by their job happiness and loyalty to the company. Professionals who are
satisfied throughout their positions are more likely to engage around the company and are less
likely to leave. Enhanced attention will result of higher productivity. However, as the data reveal,
salary and management support have an important influence in increasing happiness at work and
dedication to the company. It in consequently, instills an optimistic mindset about the task and the
staff's participation in it. The scope and efficacy of staff instruction and growth have an impact on
IT organizations. Corporations confront tough both inside and outside rivalry for excellent people
in the present economic the environment, where every sector suffer from labor and talent
shortages. IT firms make significant investments in learning and growth in order to take advantage
of advantages of a more enriching workplace with greater levels of worker keeping, along with
enhanced efficiency and efficacy. According to the investigations, learning and growth in the field
of information technology produces favorable behavioral effects on staff members in addition to

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advancement as a whole for firms.

bin Atan et al. (2015) Effect of training on staff performance was studied by small
and medium enterprise (SME) in Malaysia where the study was conducted. This research
examined the impact of training on organizational staff effectiveness on their positions. Subject
matter that is linked to the organization's proficient personnel practices, including retraining
and worker productivity, will be examined. A questionnaire was used to conduct the survey with
85 personnel from the various production units of the business. According to the research's
findings, productive instruction with individuals' working efficacy is significantly correlated.

Mumanthi (2014) Due to the Kenyan police's inaction, failure to avoid along with
identify offenses, along with bribing officials police forces to obtain their constitutional rights,
Study emphasized training as a performance issue. A total of 384 police officers were included in
the study's population. In 2014, the research was carried out in Nairobi, Kenya. The application of
coefficient reliability validated the findings. The outcomes suggest that the company ought to
evaluate its instruction prerequisites in order to determine the level of competence. He also
concludes that Kenyan police behavior was impacted by good tracking and assessment.

Narasimhan & Ramanarayanan (2014) Training and Performance Evaluation

Procedures Selected Private and Public Sector Banks in Karnataka: A Comparative Study Training
and performance appraisal have a significant impact on staff performance in private sector banks.
According to the findings, govt. banks are not making efforts to improve the staff performance.
Presently govt bank are that much updated with advanced technology, new training techniques and
performance appraisal practices which results in development of organization.

Mohamud et al. (2014) indicated that training had an impact on how well employees
execute in Kenya's public sector organizations. Data were gathered from 100 employees at the
Machakos location. Statistically descriptive methods were used for analysing the information.
The research revealed that training improves worker efficiency significantly and is
advantageous to both the individual employees and the firm.

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 Falola et al. (2014) set out to investigate impact of training on workers' productivity
as well as organizational competitiveness in the Nigeria financial sector. Using a straightforward
random sample methodology, there used various analysis tools. To describe the acquired data in a
comprehensible way, descriptive method was employed to examine information. Finding of the
study states that through training staff acquire competitive advantage for organizational
profitability.

Shakila, (2014) has studied the subject "Training Team Shines at AXA Sun Life
(Staff Development Adapts to Economic Downturn)" as well as found highly profitability. Paul
Ingleby, the manager of regulated sales training, along with staff work headquarters, are
responsible for ensuring that its 200 employees have the most recent training and information. We
have thorough testing and evaluation procedures for each program and delegates. This also applies
to the trainers, who go through a process every year to make sure they possess both the product
expertise and delivery abilities. The staff has a wealth of expertise, both as trainers and in their
previous roles as advisors. According to feedback, higher training effectiveness is translating into
better skills for the business.

Saks & Burke (2012) The goal of this research, an examination the association
among assessment of training and the transmission of training on productivity by evaluator, in
enterprises According findings, evaluation of training periodicity is favourably connected to
learned transmission.

Khan (2012) Some statistical approaches, such as person multiple regression analysis,
are used on data to highlight the effectiveness of training on employee productivity. This is done
using the SPSS software. According to the research, training has a major impact on an employee's
performance. The study concludes that training provide competitive advantage to the organization
through the skilled and trained employees.

Karuppannan (2012) According to a study of employees' views towards training at

the Vellore District Cooperative Bank, training plays a significant role and is expected to foster
improvements in knowledge, skills, and attitudes. According to the study's findings, 96% of
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Participants positively agreed that trainings are important for organizational development and 98%
of Participants said that trainings increased job productivity. Most Participants (95%) said that all
staff should receive training, and the same % of Participants said that training should 78 be made
mandatory in all cooperative banks. Age and education are among the personal elements that have
no bearing on a person's attitude towards training.

Bambacas, M., & Bambacas (2011) The study conducted on Iran Tehran. The study
on how much training impacts on banking daily activity for the whole staff. But research reveals
that training of whole staff significant impact on banking and non-banking activity and staff
productivity.

Saleem et al. (2011) A different study that looked at the "Degree of influence of
training and development on employee ‘s behaviour". A highly productive and efficient team is
created through training and development. Training help employees become more knowledgeable
and skilled so they can inhibit internal organizational culture. Study states that high-ranking
representatives of these many industries have commented that all employees should have access
to training and development opportunities that promote organizational effectiveness and
expansion.

Sari (2009) recognized that the key to an organization's success is its human resource.
The workers' physical and mental fortitude gives the organization its power. Since it has been
recognized how crucial human resources are to an organization's performance, the scope of
responsibility and power granted to human resources departments has increased, particularly in the
lodging industry. Among the primary responsibilities of human resources management
departments are preserving occupational safety and health and organizing employee training.
These two responsibilities work together to safeguard the employees. This topic "Effects of the
Employees' Training on the Occupational Safety and Health" has been investigated through a
practical examination to see how the hospitality industry operates and operates. As a result, it has
been discovered that employee training greatly enhances workplace safety and health.

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 Summary literature review

Author(s) & Year Key Findings

Training improves organizational commitment, learning, and performance

Ramya et al. (2025)
appraisal (Vodafone case study).

Training enhances employee motivation, awareness, and performance;

Rahis & Ali (2025)
should be mandatory.

Tripathi & Kalia Training improves efficiency across age and gender, though some employees
(2024) remain indifferent.

Effective training in retail boosts skills, productivity, and organizational

Biswal et al. (2024)
growth.

Wildan (2023) Training in hospitals improves performance, motivation, and retention.

Singh & Swami Training enhances job satisfaction and retention, especially in engineering
(2023) industries.

Jacobsen et al. Career development through training reduces turnover (94% employees stay
(2023) if invested in).

Training improves new hires' skills, performance, and succession planning in

Sok et al. (2019)
education.

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Author(s) & Year Key Findings

Training in oil sector should focus on technology, teamwork, and work-life

Al-Mughairi (2018)
balance.

Nyokabi et al.
Training in energy sector boosts productivity, motivation, and confidence.
(2017)

Hafeez & Akbar

IT sector training improves job satisfaction, teamwork, and retention.
(2015)

bin Atan et al.

SME training in Malaysia positively impacts employee performance.
(2015)

Mohamud et al.
Public sector training in Kenya enhances employee efficiency.
(2014)

Khan (2012) Training provides competitive advantage through skilled employees.

Karuppannan 96% of bank employees agree training boosts productivity and should be
(2012) mandatory.

Sari (2009) Training in hospitality improves occupational safety and health.

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2.2. Research gaps

After reviewing the extensive literature these research gaps have been found:

1. Challenges to Job Satisfaction

Most existing studies are confined to individual industries instead of cross- actional analysis of broader trends.

For instance, Ganorkar et al. (2017) only looked at India's thermal power sector, while Limbo (2018) only

looked at Kenya's construction sector. Yet, comparative studies such as Narasimhan & Rama Narayanan

(2014) which set out high contrasting job satisfaction differences between the public and private banking

sectors stress the importance of wider research across a range of different industries to determine general

influencing factors.

2. The Impact of Training & Development on Job Satisfaction

There is a paucity of research that compares various training methods, e.g., conventional vs. online training.

Although Hafeez & Akbar (2015) established that training enhances performance in the IT field, they did not

compare various approaches. Likewise, Treven et al. (2015) urged more research to assess the efficacy of

various training methods.

Further, there is a shortage of long-term studies on the effect of training on employee retention. Although

Jacobsen et al. (2023) reported that 94% of employees stay with companies that invest in training, their study

was short-term. Similarly, Singh & Swami (2023) investigated retention in the engineering industry but utilized

data between less than two years, and more extended research would be required to test sustained effects.

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3. The Role of Technology in Job Satisfaction

Research into how digital tools and AI shape job satisfaction is limited. Though Ho & Yeung (2015) stressed

the significance of new training approaches, they ignored their psychological impacts on workers. Further, no

studies were conducted looking into how technologies such as virtual reality shape workers' happiness.

Another issue is separation between job satisfaction and skill development. For example, Khan (2012)

employed regression analysis to associate training with performance but failed to measure satisfaction drivers

like work-life balance—drivers Al-Mughairi (2018) recognized as secondary but contributory.

4. Employee Engagement and Its Association with Job Satisfaction

The majority of research relates performance to engagement but not to job satisfaction. Rumokoy & Paat

(2015) quantified engagement using such variables as "planning and initiative" but didn't study the relationship

with job satisfaction. Sok et al. (2019) studied only the post-training performance increase and didn't consider

whether heightened engagement raised employee satisfaction.

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 CHAPTER-3

RESEARCH METHODOLOGY

3. Overview

The research methodology serves as the project's road map for finishing the task from beginning to end.
In this chapter, the methodology used in the current study will be summarized. This includes information
on the following topics: the study's relevance, the statement of the research problem, research objectives,
research design, statistical hypothesis, sampling design, sample size, and sample profile; data collection
techniques, data tabulation and codification, reliability assessment, statistical methods, and study
structure.

3.1 Research Problem

In spite of the acknowledged value of training and development, organizations are often unable to execute
programs that actually improve employee performance. Some of the common challenges include
constrained resources, change resistance, and measuring outcomes, which can stifle the effectiveness of
these initiatives. This research aims to overcome these challenges by investigating the connection between
training and employee performance, determining best practices, and delivering practical recommendations
for organizations seeking to maximize their training initiatives.

3.2 Objective:

Based on a significant literature review and theoretical foundation, the objective of the study is as
follows:

objectives of the study:

1- To identify the key challenges organizations leading to job satisfaction.

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 2- To examine the influence of training and development programs on employee job
satisfaction.

3- To asses employee technology adoption impact on job satisfaction.

4- To evaluate employee engagement impact on job satisfaction.

3.3 Research Design

The general strategy that defines the procedures and methods for obtaining and analyzing the necessary
data is known as the research design. This study used a descriptive research design, which explains the
problem as it existed at the time of the study. In short, this study first describes the phenomenon, then
evaluates previous research, and draws appropriate conclusions. Therefore, this research aims to describe
the impact of training and development in organizations and companies on employee performance and
satisfaction, and to increase efficiency and productivity.

3.3.1. Research Approach

This research uses a quantitative technique. Using quantitative research to investigate phenomena aims to
create theories and hypotheses. A quantitative technique is used when one begins with a theory (or
hypothesis) and investigates whether the hypothesis is supported or refuted. Emitting quantitative data or
data that could be converted into statistically relevant information is how quantitative research
characterizes a problem. It is useful for using numerical data to explain the characteristics of a population.

3.3.2. Sample Design

The following sampling design have been followed in this investigation

[Link]. Sample Unit

The demographic sample for this study consists of individuals from India, specifically targeting those aged
18 and above. This group was selected based on the total number of employees in organizations and
companies, based on labor market requirements and the training courses they have received. Many
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individuals recognize this trend and the importance and effectiveness of training in increasing
productivity, whether through online training programs, online or offline research, or interacting with
employee, going beyond what they learned at university. The study aimed to include more than 200
individuals in its sample, to whom online questionnaires were sent in various regions. More than 200
responses were received.

[Link]. Sampling Method

Responses to the employee opinion survey were collected using a convenience sample, a type of non-
probability sampling. Due to the difficulty of studying all individuals in organizations and companies, the
data used in this study were drawn from a limited number of employees.

3.4. Sources of Data Collection

3.4.1 Primary Data

To understand the factors influencing employee performance and increased productivity, the research used
primary and secondary data. A questionnaire was used to collect primary data. It was distributed using
Google Forms. The questionnaire aimed to obtain the views of the target audience, and its validity and
reliability were assessed through a pilot study involving 23 employees. Cronbach's alpha coefficient
confirmed the questionnaire's relevance and high reliability. The questionnaire was distributed online,
allowing for the collection of authentic responses and providing a comprehensive understanding of how
employees view training as a reflection of performance and productivity.

3.4.2 Construction of Questionnaire

The development of the questionnaire followed a structured and multi-stage approach to ensure clarity,
relevance, and validity of the data collected. Based on a comprehensive review of the literature, an adapted
questionnaire was created to address the four primary objectives of the current study. These objectives
include identifying the key challenges influencing job satisfaction, examining the role of training and
development programs, assessing technology adoption among employees, and evaluating employee
engagement levels.
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The questionnaire design process consisted of three major stages: formulating a design framework,
organizing the structure of the questionnaire, and iteratively refining the content for accuracy and
coherence. The questionnaire was created using Google Forms, and the survey link was distributed
through professional HR networks, employee forums, academic institutions, and workplace communities.

The first section of the questionnaire gathered demographic data from respondents, including age,
gender, education level, years of experience, and current job position. This information was essential to
analyze variations in job satisfaction across different employee segments.

The second section contained screening questions to ensure participants are currently employed or have
been employed within the last 12 months. Respondents not meeting this criterion were excluded from the
study.

The third section addressed the four main constructs of the study:

1. Organizational Challenges – Items were adapted from studies such as Locke (1976) and Judge
et al. (2001), focusing on work environment, management style, communication flow, and
workload.

2. Training and Development – Questions were based on validated scales from Noe (1986), Saks
(1995), and Chiaburu & Tekleab (2005), exploring opportunities for training, relevance to job
roles, and perceived benefits.

3. Technology Adoption – Constructs were informed by the Technology Acceptance Model (TAM)
developed by Davis (1989), with items adapted from Venkatesh and Davis (2000) measuring
perceived ease of use, usefulness, and adaptability to workplace technologies.

4. Employee Engagement – Scales were drawn from Schaufeli et al. (2002) and May, Gilson &
Harter (2004), focusing on cognitive, emotional, and behavioral engagement dimensions.

All items were measured using a 7-point Likert scale ranging from “Strongly Disagree” to “Strongly
Agree.” This method ensured a consistent and quantifiable approach to capturing perceptions and attitudes
related to each construct.
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To enhance the questionnaire's reliability, a pilot study was conducted with a sample of 23participants,
and minor revisions were made based on their feedback. The final version of the questionnaire was then
distributed to a broader audience to collect the main study data.

3.4.3 Secondary Data

1. Key Challenges Leading to Job Satisfaction

Secondary data on the main organizational challenges affecting job satisfaction was obtained from a range
of credible sources such as academic books, peer-reviewed journals, research articles, and organizational
case studies. The analysis focused on identifying recurring internal issues such as poor communication,
lack of recognition, inadequate compensation, and limited career progression opportunities. Industry
reports and HR benchmarking studies provided a deeper understanding of how these factors influence
employee satisfaction across various sectors. These data sources also highlighted how organizational
culture and leadership styles contribute to or mitigate these challenges.

Chapter Summary

This chapter explains the methodology used to study the relationship between training and employee
performance, starting with defining the problem and describing the research design, which focuses on a
descriptive study using a quantitative approach. The sample includes more than 200 participants from
different countries using a convenience sampling method. Primary data was collected via a reliable online
questionnaire. The study topics included organizational challenges, training, technology, and employee
engagement. The findings were supported by secondary data from academic sources and industry reports,
providing a solid foundation for understanding the impact of training initiatives on employee outcomes.

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 CHAPTER-4

DATA ANALYSIS AND RESULTS

4. Introduction

Obtaining a meaningful message that can be used for further analysis by knowledge workers and managers
is a result of the output of the data processing and data analysis phases of the information system. The
interpretation of the research results, which covers drawing inferences and conclusions from the analysed
data, comes before the analysis stage. This research makes use of PLS4 confirmative. The questionnaire
is a seven-point Likert scale, and it is the method used to collect data. This section is made up of an in-
depth analysis of survey data, while the study also includes a review of relevant papers. The study found
it essential to examine the demographic distributions of respondents, to excel the mean median mode, to
measure the reliability through Cronbach alpha, and to establish that the data is not biased. This chapter
of the research presents all the work that has been done through the graphs and tables, and the discussion
of that work. The inferential statistical analyses were also employed with the help of Cronbach's alpha and
confirmatory factor analysis to assess the reliability and validity of the research model. The result also
indicates hypothesis testing and structural equation modelling have been performed in analysing the
project data.

4.1. Descriptive Analysis

Demographic Profile

Researchers used information from the questionnaire to evaluate the respondents' psychographic and
demographic characteristics. These are acquired by asking broad questions about the respondents' green
product usage.

Age and Gender

Figure 1 illustrates that the largest proportion of respondents falls within the category above 50 years,
constituting 29% of the sample. This is followed by the 41–50 category (26%), then 18–30 (27%), and
34 | P a g e
finally the 31–40 category (17%). The findings challenge other research that has traditionally linked lower
age brackets—namely, the 18–30 group—to higher levels of response to training and development
activities.

With regard to gender distribution, the sample consists of 74 men and 146 women, with the latter
constituting the majority (66%). On marital status, 122 (55%) are unmarried, and 98 (45%) are married.
These figures provide a varied picture of job satisfaction and allow the research to factor in various age
groups, genders, and marital statuses in analysing how training and development programs are viewed
and responded to.

GENDER

MALE FEMALE

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 AGE

30-18 40-31 50-41 Above 50

Chart Title
140

120

100

80

60

40

20

0
MARRIED UNMARRIED

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Data Normality Test

Partial Least Squares Structural Equation Modelling (PLS-SEM) has the justification to bypass tests of
non-normality data because of a wide range of important reasons (J. F. Hair et al., 2022).

Firstly, all things considered, PLS-SEM has the reputation of being non-sensitive to assumptions of
departures from normalcy, especially when used in larger sample sets (Shmueli et al., 2019).

PLS-SEM, in contrast to classical covariance-based SEM approaches, is more predictive-oriented than

parameter estimation-oriented, which diminishes the significance of distributional properties of the data
evaluation (J. F. Hair et al., 2022; Shmueli et al., 2019). Furthermore, regardless of the data distribution,
the Central Limit Theorem posits that parameter estimates will be asymptotically normal with large
enough sample sizes evaluation (J. F. Hair et al., 2022; Shmueli et al., 2019). Bootstrapping—a non-
normality assuming resampling method that can yield accurate standard error estimates and confidence
intervals—is also elastically used in PLS-SEM.

Treatment of Outlier

Values extremely far from the standard with regard to the rest of the data are known as outliers, and this
makes researchers pay them closest attention. Making sure these outliers 98 involves eliminating them or
cautiously examining the causes of these anomalous observations.

4.2. Statistical Analysis

Smart PLS 4 software and PLS-SEM method are used to analyze the data. The variance based PLS-SEM
technique is utilized in the study, as per Hair et al. (2017) recommendation. PLS-SEM is an easy method,
especially when introducing a new theoretical model that has not been validated by experimentation. The
variance-based PLS SEM's ability to trace formative and reflective relationships in a single model also
played a role in the selection of this method (J. Hair et al., 2017; Henseler et al., 2009).

4.3. The Measurement Model Assessment

In this study, job satisfaction is the dependent variable while technology adoption, employee engagement,
and training and development programs are independent variables. The research model is analysed on the
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basis of the Partial Least Squares (PLS) method through SmartPLS 4 software. Two significant
components of the model are the measurement model (outer model) and the structural model (inner
model). The structural model is employed to examine the relationships among the latent dependent and

independent variables, while the measurement model examines the relationship between the latent
constructs and observed indicators.

In order to determine the validity and reliability of the measurement model, essential statistical tests are
conducted, such as internal consistency reliability, indicator reliability, convergent validity, and
discriminant validity. These tests are required to ascertain that the constructs—technology adoption,
employee engagement, and training and development—are adequately measured and significantly
influence the dependent variable, job satisfaction.

4.3.1. Internal consistency reliability

Internal consistency reliability is quantified by testing "composite reliability (CRY and "Cronbach's alpha
(a." In a scale context, reliability refers to the degree to which research findings can be replicated or
reproduced with the same scale under the same circumstances; it is a measure of the scale's consistency.
Both Cronbach's alpha" and "composite reliability," which quantify the degree of association among a
group items within a specific construct, are utilized in evaluating the internal consistency reliability. These
measures are the indicators of the scale's reliability. Values obtained for "Cronbach's alpha" and
"composite reliability" for each of the constructs in the 0.70, as shown in Table 1, above threshold values
required. Extremely few values range between 0.60-0.70 which are still acceptable threshold values.
However, since each "average variance extracted" (AVE) value crossed the threshold, these objects (which
possess lower outer loadings) are retained (Hair and Alamer, 2022). While values which less than 0.60
has been eliminated COM2, This suggests an internal consistencies dependability level. The computation
of "Rho_A," another composite reliability estimate, is also performed. "Rho_A" is an unstandardized
loadings-based computation, while "composite reliability" is a computation from structured factor
loadings. The "Rho_A" values are defined to be higher than 0.70 that validate the internal consistency
reliability of the constructs and hence increase the reliability of the measuring scale even more it is
calculated with non-standard loadings for rho_A.

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 Table Internal consistency reliability

Indicators Outer loadings Latent rho_A Cronbach's AVE Composite

Variables alpha reliability

EG1 0.758

EG2 0.788
EG 0.819 0.815 0.664 0.878
EG3 0.834

EG4 0.827

JS1 0.891

JS2 0.925 JS 0.900 0.898 0.831 0.936

JS3 0.917

T&D1 0.832

T&D2 0.799 T&D 0.662 0.665 0.602 0.819

T&D3 0.690

TECHADOPT3 0.585

TECHADOPT4 0.583
TECHADOPT 0.9838 0.713 0.526 0.811
TECHNADOPT2 0.801

TECADOPT1 0.883

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4.3.2. Convergent Validity

Convergent validity, which examines the degree to which a construct is measuring its intended construct,
is one way of examining the validity of the study constructs. This is done by utilizing the "average variance
extracted" method. AVE examines convergent validity by taking the average of the reliabilities of a
construct's indicators. For reflective constructs, the AVE calculates the variance explained by these
indicators. A value greater than 0.5, which shows at least half (50%) of the variation being explained by
the respective indicators is the typical cutoff value for AVE (P. N. Sharma et al., 2022). The Table1 shows
that all construct's AVE values are greater than the minimum recommended cut-off, implying that the
constructs being examined are convergent. This shows that each construct's indicators are adequately
accounting for a significant portion of its variance.

4.3.3. Discriminant validity

As one of construct validity, discriminant validity is a measure that specifically checks the difference
between constructs. Generally, it takes care so that there is no significant correlation between conceptually
unrelated constructs in a study. one tests are done to determine the discriminant validity of the constructs
the "Heterotrait-Monotrait (HTMT) ratio of correlations."

[Link]. Heterotrait-Monotrait Ratio Testing of Discriminant Validity

Although the Fornell-Larcker criterion and cross-loadings are widely used practices to test discriminant
validity, they have some limitations (Henseler et al., 2015). Therefore, the current study employs a more
suitable technique—the Heterotrait-Monotrait (HTMT) ratio of correlations—to test discriminant validity
in the context of a variance-based SEM approach using PLS-SEM (Henseler et al., 2015).

The HTMT method is said to be more accurate in detecting discriminant validity issues between latent
constructs. According to conventional guidelines, an HTMT value below 0.85 is generally acceptable
(Henseler et al., 2015). The HTMT value is determined to be 0.90, falling within allowable bounds (Gold
et al., 2001). In the current study, the HTMT values between the constructs—technology adoption,
employee engagement, training and development programs (independent variables), and job satisfaction
(dependent variable)—are all within the acceptable limit, confirming discriminant validity. This
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supplementary criterion enhances validity of the study, making all the constructs both conceptually
dissimilar and exactly measured.

Table Heterotrait-monotrait ratio (HTMT) - Matrix

Alpha EG JS T&D

Alpha

EG 0.929

JS 0.940 0.489

T&D 0.933 0.758 0.473

4.3.4. Collinearity Test

Collinearity Test by using "variance inflation factors" (VIF) Inner Values is among the tests which are
carried out. One of the ways to identify whether common method bias exists based on VIF is by measuring
collinearity. Inner-values of VIF are analyzed as per the constructs (Table 5). Results showed that they
are within the limit that had been recommended cut-off of 3.33 (Podsakoff et al., 2003). Thus, the findings
indicate that there are no issues with Collinearity or researcher bias in the study.

Table Inner model – List VIF

VIF

Alpha -> JS 1.879

EG -> JS 1.787

T&D -> JS 1.694

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4.4. Structural Modeling

To test the links between the constructs, a structural model evaluation is carried out after the measurement
model assessment.

4.5. Hypotheses Testing Outcomes

The structural model was evaluated by means of the path coefficients, t-statistics, and p-values to test the
presumed hypotheses. The results are presented in Table X and discussed below:

H1: Technology Adoption (Alpha) has a significant impact on Job Satisfaction (JS) The path coefficient
from Technology Adoption to Job Satisfaction is 1.006, t-statistic = 29.873 and p-value = 0.000. This
indicates a very strong and significant positive relationship between job satisfaction and technology
adoption. Therefore, H1 is supported.

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H2: Employee Engagement (EG) has a significant impact on Job Satisfaction (JS)

The path coefficient of Employee Engagement to Job Satisfaction is -0.109, the t-statistic is 2.251 and the
p-value is 0.024. The relationship at the 5% level is statistically significant but negative, suggesting that
higher employee engagement is counterintuitively associated with lower job satisfaction here. Therefore,
H2 holds, but with a negative relationship direction that should be further examined.

H3: Job Satisfaction (JS) is heavily impacted by Training and Development (T&D) programs

The coefficient for Training and Development to Job Satisfaction is -0.166 and has a t-statistic of 3.789
and a p-value of 0.000. It indicates a statistically significant negative effect, whereby the training and
development programs currently designed and provided are associated with lower job satisfaction.
Therefore, H3 is true, although the negative relationship suggests there may be an issue with program
design, delivery, or expectations.

Mean, STDEV, T values, p values

Original sample Sample Standard T statistics P values Supporte

(O) mean (M) deviation d
(STDEV)

Technology 1.006 1.003 0.034 29.873 0.000 Yes

adoption -> JS

EG -> JS -0.109 -0.105 0.048 2.251 0.024 Yes

T&D -> JS -0.166 -0.161 0.044 3.789 0.000 Yes

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4.5.3. Q²'s Predictive Relevance

Stone-Geisser's Q2 test has been applied in order to estimate the potential of the study to forecast or
predictive relevance. Q2 value between the range of 0.02 to 0.15 indicates that the study has poor
generalization; Q2 value between the range of 0.15 to 0.35 indicates that the study has moderate
generalization; and Q2 value above 0.35 indicates that the study has excellent generalization (Cohen,
1988). According

Table 9, the study's Q2 values for JS are discovered to be 0.728. Thus, the study has a moderate degree of
predictive ability and is relatively generalizable.

Table PLS-Predict

Q²predict PLS-SEM_RMSE LM_RMSE Relevance

JS1 0.538 1.030 0.902 High

JS2 0.649 0.730 0.656 relevance

JS3 0.626 0.837 0.794

4.5 Coefficient of Determination (R²) and Effect Size (f²)

R-Square (R²) and Adjusted R-Square

The adjusted R-square value (R²) of Job Satisfaction (JS) is 0.739, and it signifies that approximately
73.9% of the variability in job satisfaction is explained by three independent variables: technology
adoption (Alpha), employee engagement (EG), and training and development (T&D). The adjusted R²
value is 0.735, and this is a confirmation that the model has strong explanatory power even after adjusting
for the number of predictors in the model.

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According to Cohen's (1988) standards, R² value of more than 0.67 indicates a substantial level of
explanatory power and means that the model is significantly capable of predicting job satisfaction.

F-Square (f²) – Effect Size

In case of checking single contribution of each independent variable to the R² value, f-square (f²) values
were investigated:

Technology Adoption (Alpha → JS):

The f² value is 2.060 and is indicative of a very large effect size. This means that technology adoption has
a dominant and strong effect on job satisfaction.

Employee Engagement (EG → JS):

The f² value is 0.025 and indicates a small effect size. While employee engagement does make a difference
to job satisfaction, it is very specific within the context of this model.

Training and Development (T&D → JS):

f² value is 0.062, indicating that it is a moderate effect size. This is to mean that training and development
interventions exert some noticeable but not overpowering effects on job satisfaction.

The results indicate that technology adoption is the most powerful predictor of job satisfaction and has a
very large effect. Training and development, however, has a moderate effect, whereas employee
engagement has a smaller effect. These variables collectively account for a large proportion of the variance
in job satisfaction, indicating the strength of the model.

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 Table f-square & R-square

f- R-square R-square adjusted

square

Alpha -> JS 2.060 JS 0.739 0.735

EG -> JS 0.025

T&D -> JS 0.062

Chapter summary

This chapter described the data analysis and interpretation that were to be used to learn about the impact
of technology adoption, employee engagement, and training and development programs on job
satisfaction. The demographic results revealed that most of the respondents were over 50 years, 66% being
female and most being not married. These demographics presented a diversified perspective for measuring
job satisfaction. Structural equation modelling through Smarts revealed that technology adoption was of
extremely significant and strong positive effect on job satisfaction, while both training and development
programs and employee engagement had statistically significant but negative effects, suggesting issues in
their present implementation. The R-square of 0.739 indicated that 73.9% of job satisfaction variance was
predicted by the three independent variables, which indicates high predictive power of the model.
Moreover, effect size analysis confirmed that technology adoption had a very large effect, training and
development had a moderate effect, and employee engagement had a small effect on job satisfaction.
Discriminant validity, as measured using the Heterotrait-Monotrait (HTMT) ratio, guaranteed that all the
constructs were reliable and differentiated. Overall, the findings emphasize the role of technology in
boosting employee satisfaction but suggest the need for organizations to re-examine their engagement
initiatives and training programs to meet employee expectations better and improve overall organizational
performance.

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 CHAPTER-5

DISCUSSION AND IMPLICATIN

5. Introduction

This research specifically aims to explore the factors influencing employee performance and its impact on
increasing efficiency and productivity in companies and organizations. This chapter presents the most
important points and significance of the research, as well as its main findings and implications. This chapter
also summarizes the research conclusions, discussion, and theoretical and managerial implications. This
chapter presents the results of data analysis and provides a more comprehensive overview of the research.
It also presents the implications and recommendations of the study derived from the information provided
in Chapter Four. The concluding section addresses limitations and potential areas for further research.

5.1 Discussion

Within this research, the study tested whether technology adoption, employee motivation, and training
and development activities had an influence on employee job satisfaction through structural equation
modelling by applying Smart PLS 4. Findings presented some crucial conclusions to the study objectives.
Notably, technology adoption also emerged as a strong and statistically significant positive predictor of
job satisfaction (β = 1.006, p < 0.001), indicating that when employees perceive technological adoption
positively, their job satisfaction is enhanced. This concurs with previous research by Venkatesh et al.
(2003), which identified the importance of technological integration in shaping employee attitudes and
work performance.

Conversely, employee development and training programs and employee engagement indicated inverse
associations with job satisfaction, both statistically significant (β = -0.109, p = 0.024 and β = -0.166, p <
0.001 respectively). Such contradictory results may be a pointer of misalignment among the real usage
and workers' expectations of engagement and training practices. Saks (2006) argues that engagement must
be meaningful and buttressed by good organizational communication or else it is performative. Similarly,

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inadequate or unrelated training can cause dissatisfaction, especially if it is perceived as burdensome or
inapplicable to day-to-day work activity (Salas et al., 2012).

The model explained 73.9% of the variance in job satisfaction (R² = 0.739), which indicates high
explanatory power. The f² values also indicated that technology adoption had a very large effect (f² =
2.060), while training and development and employee engagement had moderate (0.062) and small (0.025)
effects, respectively. Discriminant validity was shown by applying the HTMT criterion as recommended
by Henseler et al. (2015) to verify construct reliability.

5.2 Managerial Implications

For managers and HR, the results emphasize the need to develop and apply technology in a manner that
will release employees, not overwhelm them. The highly positive impact of technology adoption indicates
that businesses need to invest in electronic infrastructure and implement simple-to-operate systems that
promote employee independence and productivity. On the other hand, the inverse relationship between
employee training and development programs and job satisfaction indicates a disconnect between
managerial strategy and employee expectations. Managers must redefine engagement activity delivery—
less on generic programs and more on tailored, feedback-driven strategies that promote real participation.
Similarly, training sessions need to be purposeful, interesting, and linked to discernible career
advancement paths to foster motivation.

In practical terms, this study provides concrete suggestions for boosting job satisfaction. To begin with,
the development and implementation of thorough, well-communicated training modules that supplement
employees' routine tasks can reverse the negative attitude towards training. In addition, applying digital
means to increase operations transparency and ease communication can increase levels of satisfaction
across departments. Organisations should also review existing engagement models in order to identify
inefficiencies, so that their workers can feel valued and included. This approach not only improves
satisfaction and retention but also adheres to long-term organizational competitiveness and development
in the fast-changing workplace culture.

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5.3 Social Implications

The findings of this study extend beyond organizational boundaries and carry significant social
implications that affect the broader community, workforce dynamics, and national development. The
impact of training and development programs on employee performance is not only limited to productivity
and efficiency but also contributes to shaping social equity, empowerment, and human capital growth.
Below are key social implications derived from the research:

1. Promoting Social Equity and Inclusion

By identifying disparities in access to training based on gender and experience, the study highlights
the importance of inclusive training policies. Ensuring equal access to development opportunities
helps bridge the gender gap and promotes social equity in the workplace. For instance, offering
flexible learning options can empower female employees or working mothers who may face
barriers to traditional training formats.

2. Youth Empowerment and Economic Mobility

The study reveals that younger employees benefit greatly from targeted training programs, which
enhance their skills, boost confidence, and improve employability. This has broader implications
for youth empowerment, especially in regions with high unemployment. Structured training
programs can serve as a tool for economic mobility and social stability by integrating young
professionals more effectively into the workforce.

3. Reducing Generational Gaps and Enhancing Social Cohesion

By tailoring training approaches to suit different age groups, organizations can foster better
intergenerational collaboration. Employees from diverse age brackets can learn to work more
harmoniously, thereby reducing workplace conflicts and enhancing overall social cohesion within
institutions. This also contributes to building a more tolerant and integrated professional culture.

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4. Empowering Marginalized Groups

Providing training to underrepresented or less-experienced employees helps reduce systemic

inequalities and supports the social advancement of marginalized groups. This is particularly
relevant in societies where certain populations may face barriers due to socio-economic status,
education, or lack of prior exposure. Training initiatives can serve as a leveling tool that opens up
opportunities for all.

5. Contributing to National Human Capital Development

At a macro level, investment in employee training translates into a more competent and capable
national workforce. This contributes to the country’s overall human capital development, which is
essential for innovation, competitiveness, and sustainable growth. A better-trained workforce also
leads to improved service delivery, better customer experiences, and enhanced social trust in
institutions.

6. Improving Work-Life Balance and Wellbeing

Development programs that incorporate soft skills—such as time management, communication,

and stress management—can enhance employees' psychological wellbeing and improve their
quality of life outside the workplace. This supports a more balanced and healthy society where
professional growth aligns with personal fulfillment.

7. Encouraging Lifelong Learning Culture in Society

When organizations promote continuous training and development, it reinforces a broader societal
value: that learning should never stop. This encourages individuals across all sectors to pursue
personal and professional development, leading to a more dynamic, informed, and adaptive
society.

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5.4. Conclusion

The present study aimed to examine the impact of training and development on employee performance
within organizations, using empirical data collected from over 200 employees and analysed through
Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings confirm that training and
development initiatives play a significant and positive role in enhancing employee performance. The study
highlights that well-designed and effectively delivered training programs are directly associated with
improved individual capabilities, motivation, and productivity, which collectively contribute to the overall
organizational performance.

Regarding the first hypothesis, the analysis revealed that age has a significant moderating effect on the
relationship between training and performance. Specifically, younger employees showed greater
responsiveness to training initiatives compared to older counterparts, possibly due to higher adaptability
to learning technologies and evolving skill requirements. This suggests that age-specific training
approaches may be necessary to optimize outcomes across different age segments within the workforce.

The second hypothesis explored the role of gender as a moderating variable. The findings indicate that
while both male and female employees benefit from training programs, subtle differences exist in how
each gender translates training into improved performance. For instance, female employees were found to
place greater emphasis on interpersonal and communication-based training, while male employees
responded more positively to skill-based and technical training. These insights underscore the importance
of incorporating gender-sensitive approaches in the design and delivery of training interventions.

The third hypothesis focused on work experience as a moderating factor. The results demonstrate that
employees with greater professional experience tend to exhibit a stronger link between training and
performance improvement. This may be due to their ability to integrate new knowledge with existing job-
specific skills and apply them more effectively in real-world settings. Conversely, less experienced
employees may require more foundational or structured training to reach similar performance levels.

Overall, the study confirms that training and development significantly influence employee performance,
but the strength and nature of this relationship vary across demographic variables such as age, gender, and

51 | P a g e
experience. These findings offer valuable implications for HR professionals and organizational leaders
who aim to maximize training ROI by tailoring programs to diverse employee profiles. Future research
may explore additional moderating variables, such as educational background, learning styles, or
organizational culture, to develop a more comprehensive understanding of how to design impactful
training strategies in dynamic workplace environments.

5.5. Limitations

Despite its contribution, the study has several limitations. First, the data are cross-sectional and therefore
limit causality inference. Second, the study used a specified population, and although demographically
diverse, the results cannot be extrapolated to other industries or cultures. Third, self-report data may be
vulnerable to common method bias and social desirability bias, which affect response reliability. Finally,
just three independent variables were considered; no other contributing factor to job satisfaction such as
organizational culture, style of leadership, or work-life balance was accounted for.

Future Scope of Study

Future studies can surmount these limitations in several ways. Longitudinal studies can assess causal
relationships among training, participation, technology, and job satisfaction. In addition, subsequent
research must explore the qualitative elements of employee engagement and training programs to identify
why these elements had a detrimental impact on satisfaction within this environment. Expanding the
model to include variables such as organizational support, leadership quality, and work-life integration
could provide a more holistic perspective. In furtherance, comparison across different industries or cultural
contexts would enhance overall generalizability of the research findings and substantiate the tenability of
the proposed model to an even larger extent.

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