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Stream/Area:
-
Subject:
-
Paper ID:
IJSREM67203
Volume:
10 |
9 |
Sep 2026
Pages:
1-8
Publication Frequency:
Monthly (12 issues per year)
License:International Journal of Scientific Research in Engineering and Management follows the Creative Commons Attribution 4.0 (CC BY 4.0) License, allowing free use and distribution with proper attribution.
Department of Management Studies (MBA),
Visvesvaraya Technological University, Centre for Post Graduate Studies, Muddenahalli, Chikkaballapur, , Karnataka State, India,
Department of Management Studies (MBA),
Visvesvaraya Technological University, Centre for Post Graduate Studies, Muddenahalli, Chikkaballapur, , Karnataka State, India,
Training and development are critical human resource management practices that enhance employees' knowledge, skills, competencies, and overall work performance while contributing significantly to employee job satisfaction. This study examines the role of training and development in improving employee job satisfaction by analysing how structured learning programs influence employee motivation, engagement, productivity, and organizational commitment. Primary data were collected through a structured questionnaire administered to employees, while secondary data were gathered from books, research articles, journals, and credible online sources. The findings reveal that effective training and development programs improve employees' confidence, technical and interpersonal skills, adaptability to organizational changes, and career growth opportunities. Employees who receive continuous learning and development support exhibit higher levels of job satisfaction, commitment, and retention. Furthermore, organizations that invest in employee development create a positive work environment, improve overall performance, and achieve sustainable competitive advantage.
KEYWORDS
The study concludes that training and development play a vital role in improving employee job satisfaction and contribute significantly to organizational success. Effective training programs enhance employees' knowledge, technical skills, confidence, and overall work performance, enabling them to perform their responsibilities more efficiently and effectively. Continuous learning opportunities help employees adapt to changing technologies, organizational practices, and industry requirements while increasing their motivation and commitment. Development initiatives such as mentoring, coaching, leadership training, workshops, and career development programs encourage employees to achieve both personal and professional growth. As employees acquire new skills and competencies, they experience greater confidence, improved job performance, and higher levels of satisfaction in their work.
Locke, E. A. (1976). The nature and causes of job satisfaction. In M. D. Dunnette (Ed.), Handbook of industrial and organizational psychology (pp. 1297–1349). Rand McNally. Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work (2nd ed.). John Wiley & Sons. Smith, P. C., Kendall, L. M., & Hulin, C. L. (1969). The measurement of satisfaction in work and retirement: A strategy for the study of attitudes. Rand McNally. Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250–279. https://doi.org/10.1016/0030-5073(76)90016-7 Spector, P. E. (1997). Job satisfaction: Application, assessment, causes, and consequences. Sage Publications. Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction–job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127(3), 376–407. https://doi.org/10.1037/0033-2909.127.3.376 Luthans, F. (2005). Organizational behaviour (10th Ed.). McGraw-Hill.
Publication Date
9/11/2026
Peer Review Type
Double-Blind Peer Review
Review Rounds: 2
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Conflict of Interest
The authors declare no conflict of interest related to this research work.
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