Abstract:

This study examines the multidimensional impact of structured training and development programmes on organisational performance and employee productivity across various sectors. Drawing on Human Capital Theory and Social Learning Theory, this article synthesises findings from 20 empirical studies to establish a robust theoretical and empirical foundation for understanding the role of training. Through a review of diverse training methodologies—including on-the-job and off-the-job approaches—the paper explores the mediating influences of organisational learning, leadership development, and employee well-being. A conceptual framework is introduced to map out the dynamic linkages among training inputs, mediators such as mentoring and simulation, and outcomes, including job performance and public trust. The study also addresses sectoral differences and the implications for cultivating learning organisations and resilient institutional cultures. Results indicate that effective training initiatives positively correlate with increased productivity, staff engagement, innovation, and leadership competence. The discussion highlights actionable insights for managers and policymakers seeking to optimise training investments. The article concludes with strategic recommendations and a call for the integration of longitudinal assessment mechanisms in future research.

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