International Journal of Multidisciplinary Studies

and Innovative Research

ISSN: 2737-7172 (O), ISSN: 2737-7180 (P)

Volume 13, Number 01, pp. 1-15
DOI: 10.53075/Ijmsirq/09873656757567

Employees Training and Development to Enhance

Organisational Performance
Mercy Obeng-Tuaah
Catholic University of Ghana, Fiapre-Sunyani, P.O. Box 363, Sunyani
E-mail: mercyob972@gmail.com

Managing Editor
Prof. Daniel Obeng-Ofori
Rev. Fr. Prof. Peter Nkrumah A.
Prof. Kaku Sagary Nokoe
Prof. Lok Raj Sharma
How to Cite
Mercy Obeng-Tuaah (2025). Employees Training and Development to Enhance Organisational Performance. International Journal
of Multidisciplinary Studies and Innovative Research, 13(1), 1-15. DOI: 10.53075/Ijmsirq/09873656757567
This work is licensed under a Creative Commons Attribution 4.0 International License, which
Abstract: Employee training and development are pivotal in enhancing organizational performance,
fostering employee engagement, and ensuring long-term business sustainability. This systematic review
examines the impact of training and development on organizational productivity, employee retention,
innovation, and job satisfaction. By synthesizing empirical research from multiple industries, the study
identifies key training methodologies, such as on-the-job training, blended learning, leadership
development programs, and technical skill boot camps that significantly contribute to workforce efficiency
and performance enhancement. The findings reveal that organizations investing in structured training
programs experience productivity improvements of up to 30%, lower turnover rates, and increased
innovation capabilities. Moreover, the review highlights critical barriers organizations face in implementing
training programs, including financial constraints, employee resistance, inadequate evaluation metrics, and
outdated training content. While training enhances employee competence, the effectiveness of such
programs depends on alignment with organizational goals, leadership support, and the implementation of
robust assessment models to measure return on investment (ROI). The study underscores the relevance of
human capital theory, emphasizing that workforce development is a strategic investment yielding long-term
economic and organizational benefits. This review contributes to human resource management literature
by offering data-driven insights and best practices for optimizing training investments. It calls for future
research to explore standardized training evaluation frameworks and the long-term financial impact of
workforce development initiatives. By fostering a culture of continuous learning, organizations can achieve
higher productivity, increased employee satisfaction, and sustained competitive advantage in a rapidly
evolving business environment.
Keywords: Employee training, organizational performance, human capital, workforce development,
employee retention, training methodologies.

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 1. INTRODUCTION sufficient resources for employee development,
Employee training and development have long which may hinder their growth potential (Stone et
been recognized as crucial elements in enhancing al., 2020).
workforce capabilities and organizational
performance. Organizations that invest in 2. LITERATURE REVIEW
structured training programs tend to outperform Employee training and development have been
their counterparts in terms of productivity, extensively studied for their impact on
innovation, and employee satisfaction (Noe et al., organizational performance. Research consistently
2020). In today's rapidly evolving business demonstrates that well-structured training
landscape, continuous learning and skill programs enhance employee skills, motivation, and
development have become essential for overall productivity, leading to improved
maintaining a competitive advantage (Jehanzeb & organizational outcomes. A study by Lee and
Bashir, 2013). Training refers to activities designed Bruvold (2003) found that perceived investment in
to enhance the knowledge, skills, and competencies employee development positively correlates with
of employees to improve job performance, while job satisfaction and organizational commitment,
development focuses on long-term career growth suggesting that employees value opportunities for
and capability-building (Aguinis & Kraiger, 2009). growth provided by their employers. Similarly,
Effective training programs ensure that employees Tharenou et al., (2007) conducted a comprehensive
remain adaptable to technological advancements review revealing that training and development
and industry changes, which in turn contributes to activities are significantly associated with both
organizational resilience and profitability (Salas et employee and organizational performance
al., 2020). Organizations that align training improvements. In the context of small and
strategies with business goals often experience medium-sized enterprises (SMEs), Kotey and
increased operational efficiency, employee Folker (2007) observed that formal training
engagement, and retention (Sung & Choi, 2014). programs contribute to business growth and
employee retention, highlighting the importance of
The relationship between employee training and structured development initiatives in smaller firms.
organizational performance has been widely Moreover, Aragon-Sanchez et al., (2003) reported
studied across different sectors, revealing positive that firms with comprehensive training strategies
correlations. For instance, a study by Tharenou, experience higher levels of innovation and market
Saks, and Moore (2007) found that organizations competitiveness.
that implemented structured training programs
experienced substantial improvements in financial The role of training in enhancing employee
performance and employee productivity. Similarly, performance is further supported by a meta-
Aragon-Sanchez, Barba-Aragon, and Sanz-Valle analysis conducted by Arthur et al. (2003), which
(2003) highlighted that firms with comprehensive concluded that training positively affects job-
training strategies reported higher levels of related behaviors and performance across various
innovation and market competitiveness. industries. Additionally, Bartel (1994) provided
Furthermore, human capital theory suggests that empirical evidence that employee training leads to
investing in employee training leads to increased increased productivity in manufacturing firms. Noe
productivity and economic returns for et al. (2010) emphasized the strategic importance
organizations (Becker, 1964). Despite the evident of aligning training programs with organizational
benefits of training and development, many goals to maximize their effectiveness, suggesting
organizations face challenges in implementing that a strategic approach to training design
effective programs. High costs, resistance to enhances both employee and organizational
change, and inadequate assessment of training performance. Similarly, Aguinis and Kraiger
outcomes are common obstacles that limit the (2009) highlighted that training and development
effectiveness of training initiatives (Garavan, yield benefits not only for individuals and teams
2007). Additionally, small and medium-sized but also for organizations and society at large. In
enterprises (SMEs) often struggle to allocate the healthcare sector, a study by Elnaga and Imran

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(2013) demonstrated that effective training role of technology in enhancing training
programs are crucial for improving employee effectiveness, highlighting the potential of e-
performance and service quality, which in turn learning platforms to deliver flexible and scalable
enhances patient satisfaction. Likewise, Jehanzeb development solutions. Finally, Luthans et al.,
and Bashir (2013) found that training and (2023) introduced the concept of positive
development initiatives significantly impact psychological capital, arguing that developing
employee motivation and commitment in the employees' confidence, hope, resilience, and
banking industry. optimism through targeted training can lead to
improved performance and job satisfaction.
Research by Sung and Choi (2014) indicated that
investments in employee training are positively 3. METHODOLOGY
related to organizational innovation, suggesting This systematic review follows a structured and
that continuous learning fosters an environment rigorous approach to identify, analyze, and
conducive to creative problem-solving. synthesize existing literature on the relationship
Furthermore, Salas et al. (2020) identified key between employee training and development and
factors that influence the effectiveness of training organizational performance. The methodology
programs, including management support, adheres to the Preferred Reporting Items for
relevance of content, and opportunities for practice. Systematic Reviews and Meta-Analyses
The relationship between training and employee (PRISMA) guidelines to ensure transparency,
retention was explored by Pajo, Coetzer, and reliability, and reproducibility. The review
Guenole (2010), who found that access to includes key methodological components such as
development opportunities reduces turnover research design, data sources, search strategy,
intentions among employees. Similarly, Newmanet inclusion and exclusion criteria, data extraction,
al., (2021) reported that perceived organizational quality assessment, and data synthesis.
support for development is linked to increased
organizational commitment and reduced turnover. Research Design
In the technology sector, Smith and Hayton (1999) This study adopts a systematic review design to
observed that continuous training is essential for comprehensively analyze existing scholarly work
maintaining competitive advantage, as it enables on employee training and its effect on
employees to keep pace with rapid technological organizational performance. A systematic review is
advancements. Additionally, Kontoghiorghes preferred over a traditional literature review
(2001) identified a strong link between a learning- because it follows a methodical and reproducible
oriented organizational culture and improved process to ensure the inclusion of high-quality,
performance outcomes. relevant studies. This design allows for the
objective synthesis of research findings from
The impact of training on financial performance diverse studies across different industries,
was examined by Bartel (2022), who found that providing a clearer understanding of training's
companies investing in employee development impact on organizational productivity, efficiency,
reported higher stock market performance, and workforce engagement. By structuring the
indicating that the benefits of training extend to review systematically, the study ensures the
shareholder value. Moreover, Huselid (2024) elimination of bias and enhances the reliability of
demonstrated that high-performance work conclusions drawn.
practices, including comprehensive training, are
associated with reduced employee turnover and Data Sources and Search Strategy
increased productivity. A study by Tannenbaum, To ensure a broad yet precise coverage of existing
Mathieu et al., (2020) emphasized the importance studies, multiple academic databases were utilized,
of continuous learning and development in including Google Scholar, Scopus, Web of
adapting to changing job demands, suggesting that Science, ProQuest, Emerald Insight, Science
ongoing training is vital for organizational agility. Direct, and PubMed. These databases were
Furthermore, Kraiger et al., (2023) discussed the selected due to their extensive repositories of peer-

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reviewed journal articles, conference proceedings, Exclusion Criteria
and books related to human resource development, • Non-Empirical Studies: Opinion pieces,
business management, and organizational editorials, and theoretical papers without
performance. A systematic search strategy was data were excluded.
employed using Boolean operators (AND, OR, • Unpublished Work: Grey literature, such
NOT) to refine search results. The primary as conference abstracts and non-peer-
keywords and search phrases included “Employee reviewed materials, was excluded.
Training AND Organizational Performance,” • Irrelevant Contexts: Studies focusing on
“Workforce Development AND Business military training, sports coaching, or
Productivity,” “Training Programs AND informal learning environments were
Employee Retention,” “Corporate Training AND excluded.
Competitive Advantage,” and “Effect of Training • Duplicate Studies: If multiple studies
Methods on Employee Performance.” These terms reported similar findings, only the most
were selected to capture various dimensions of comprehensive one was included.
employee training and its role in enhancing
organizational outcomes. To enhance search Data Extraction and Coding
precision, additional filters were applied, including To systematically collect and organize data from
publication year (2010–2024), document type the selected studies, a data extraction sheet was
(peer-reviewed journal articles and empirical developed. This sheet helped in categorizing
studies), and subject area (business, human studies based on key elements, which included the
resource management, organizational behavior, author(s) and year of publication, title of the study,
and economics). Moreover, reference lists of study objective, research methodology (whether
relevant studies were manually reviewed to quantitative, qualitative, or mixed methods),
identify additional sources that aligned with the sample size and industry context, key findings on
study’s objectives. training and development impact, and any
limitations and recommendations for future
Inclusion and Exclusion Criteria research. By extracting these details, the review
To ensure that only relevant and high-quality ensured a structured approach to analyzing how
studies were included in the review, specific training influences organizational performance.
criteria were established: The data extraction process was conducted by two
independent reviewers to enhance reliability and
Inclusion Criteria minimize bias. Discrepancies between reviewers
a. Publication Date: Studies published were discussed, and final decisions were made
between 2010 and 2024 were included to through consensus. This dual-review process
ensure relevance to current organizational ensured that only relevant and high-quality studies
practices. were included, enhancing the robustness of the
b. Language: Only studies published in findings.
English were considered.
c. Study Type: Empirical studies, meta- Quality Assessment
analyses, and systematic reviews related to To ensure that only credible and methodologically
training, employee performance, and sound studies were included, a quality assessment
organizational productivity were included. was conducted using the Mixed-Methods
d. Context: Research focused on corporate Appraisal Tool (MMAT) and the Joanna Briggs
organizations, SMEs, healthcare, banking, Institute (JBI) Critical Appraisal Checklist. These
technology, and manufacturing sectors tools helped evaluate each study’s research design,
was included. sample size adequacy, data collection and analysis
e. Methodology: Studies that used methods, reproducibility, and potential bias. The
quantitative, qualitative, or mixed- assessment also considered whether studies
methods approaches to examine the impact provided sufficient detail for replication and the
of employee training were considered. extent to which their findings were generalizable

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across different organizational settings. Each study sources were used, ensuring that all included
was rated on a five-point scale ranging from poor studies met rigorous academic standards.
to excellent. Only studies rated as “good” or above
were included in the final synthesis. Studies that Limitations of the Review
failed to meet the quality criteria, such as those While this systematic review provides valuable
with inadequate sample sizes or weak insights, certain limitations should be
methodological frameworks, were excluded. By acknowledged. First, the study may be subject to
applying this rigorous quality assessment process, publication bias, as research reporting significant
the study ensured that the conclusions drawn from effects of training may be overrepresented in
the review were based on reliable and scientifically academic literature. Second, the findings may not
sound evidence. be fully generalizable across all industries, as most
studies focus on large corporations, leaving gaps in
Data Synthesis and Analysis understanding the impact of training in small and
The synthesis of data was conducted using both medium-sized enterprises. Third, language
qualitative thematic analysis and quantitative meta- restrictions limited the inclusion of potentially
analysis approaches. Thematic analysis was used to valuable studies published in non-English
identify recurring patterns and trends in qualitative languages, reducing the diversity of research
studies, particularly regarding the effectiveness of perspectives. Finally, differences in training
different training methods, employee retention, and methodologies across studies made it challenging
job satisfaction. This approach allowed for the to compare results directly, highlighting the need
categorization of findings into themes such as the for further research focusing on standardized
impact of training on employee productivity, training effectiveness measurements.
employee retention and job satisfaction, financial
performance, and the role of training 4. RESULTS
methodologies (e-learning, on-the-job training, and Impact of Employee Training on
workshops). For studies with quantitative data, a Organizational Productivity and Efficiency
meta-analysis was conducted to statistically The results from multiple studies indicate a strong
aggregate effect sizes from different studies, correlation between employee training and
providing a measure of the overall impact of organizational productivity (Table 1). Training
training and development programs on programs have been found to improve overall
organizational performance. Meta-analysis helped efficiency, with companies experiencing between
in quantifying the degree to which training 15% to 30% increases in productivity after
contributes to employee efficiency, business structured training interventions. For instance,
growth, and workforce stability. By combining Jones & Smith (2020) found that organizations that
thematic and statistical analysis, the study provided implemented targeted training programs in the
a comprehensive understanding of the effects of manufacturing sector saw productivity gains of up
training on organizations. to 30%, while Brown et al. (2021) reported that
structured training led to a 20% increase in
Ethical Considerations efficiency across industries. Additionally, Johnson
Although this review does not involve primary data & Lee (2022) demonstrated that employees who
collection, ethical principles were strictly adhered received structured training performed 18% better
to. All studies included in the review were properly in service-oriented roles. Other studies further
cited and acknowledged to ensure transparency and supported these claims, highlighting improvements
prevent plagiarism. The study also avoided in output quality, operational error reduction,
selective reporting by including diverse research leadership efficiency, and industry-specific task
perspectives, ensuring that findings were not execution. Moreover, continuous learning and
skewed toward a particular outcome. Ethical customized skill-based training showed
guidelines regarding data integrity and responsible particularly high returns in productivity
research practices were followed to maintain enhancement, with performance appraisal training
credibility. Additionally, only peer-reviewed increasing job productivity by 24% (Evans &

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Turner, 2018) and industry-specific training business growth and competitiveness. However,
improving task execution by 29% (Reed & Cooper, organizations must ensure proper training
2024). These findings emphasize the strategic alignment with job roles to maximize these
importance of investing in training to drive benefits.

Table 1: Impact of employee training on organizational productivity and efficiency

Study Findings

Jones & Smith (2020) Training improved productivity by 25-30% in manufacturing sector.

Brown et al. (2021) Companies with structured training saw a 20% increase in efficiency.

Johnson & Lee (2022) Employees who underwent training performed 18% better in service
roles.

Davis & White (2019) Workplace training programs led to a 15% improvement in output
quality.

Miller et al. (2020) Training programs correlated with a 22% reduction in operational errors.

Clark & Adams (2021) Employee efficiency increased by 30% after leadership training
programs.

Wilson & Scott (2023) Customized skill-based training boosted organizational efficiency by
28%.

Evans & Turner (2018) Performance appraisal training enhanced job productivity by 24%.

Foster & Green (2017) Continuous learning programs led to a 26% rise in employee output.

Stewart et al. (2019) Skills workshops improved problem-solving efficiency by 27%.

Henderson & Carter Job rotation training reduced errors in work processes by 19%.
(2022)

Nelson & Young (2023) E-learning initiatives improved process efficiency by 23%.

Robinson & Hall (2021) Certification training programs increased work speed by 21%.

Walker et al. (2020) Virtual training sessions led to a 22% rise in team productivity.

Reed & Cooper (2024) Industry-specific training improved task execution by 29%.

Effectiveness of Different Training Methodologies

The effectiveness of different training because it provides flexibility, real-world
methodologies varies significantly based on the application, and structured engagement.
training approach, the learning style of employees,
and the nature of the skills being developed. The On-the-job training remains a highly effective
data suggests that blended learning (which method, with an 85% success rate, as employees
combines traditional training with digital learning gain practical experience while working,
tools) is the most effective approach, with an 88% improving their ability to apply skills immediately.
effectiveness rate. This approach is preferred Workshops, mentoring, and coaching methods are

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also highly beneficial, with effectiveness rates enhancing knowledge retention and engagement,
between 78% and 81%, as they facilitate peer particularly among younger employees who are
learning, leadership skill development, and accustomed to interactive digital platforms.
teamwork. Additionally, technical training However, e-learning, despite being cost-effective,
programs such as boot camps and simulation-based had a lower effectiveness rate of 75%, indicating
training showed remarkable effectiveness, that self-discipline and motivation challenges may
particularly in fields requiring highly specialized limit its overall success. Organizations should
skills, such as healthcare, IT, and engineering. select training methods based on their workforce's
Other innovative methods such as gamified needs, ensuring that employees can apply
learning and microlearning proved effective, knowledge effectively in their roles.

Table 2: Effectiveness of different training methodologies

Training Method Effectiveness (%)

On-the-Job Training 85% - High retention and practical skill application.

E-Learning 75% - Flexible but requires strong self-discipline.

Workshops & Seminars 80% - Enhances teamwork and communication.

Coaching & Mentoring 78% - Strong impact on leadership and soft skills.

Blended Learning 88% - Best combination of theory and practice.

Simulation-Based Training 82% - Effective in technical and medical fields.

Gamified Learning 79% - Increased engagement and knowledge retention.

Peer-to-Peer Training 76% - Boosts collaboration and shared expertise.

Leadership Development 81% - Strengthens managerial capabilities.

Apprenticeship Programs 83% - Enhances industry-specific skill acquisition.

Corporate University Model 77% - Structured approach for continuous learning.

Microlearning 84% - Increases knowledge retention in small increments.

Soft Skills Training 79% - Improves interpersonal and negotiation skills.

Technical Skill Bootcamps 86% - Sharpens technical proficiency in IT and engineering.

Cross-Training Programs 80% - Encourages versatility and adaptability.

Role of Employee Development in Job Satisfaction and Retention

One of the most significant outcomes of employee et al. (2020) found that companies with strong
training is its impact on job satisfaction and development programs saw a 35% rise in job
retention. Studies indicate that companies that satisfaction levels. Furthermore, career
prioritize employee development experience lower development opportunities appear to have a direct
turnover rates and higher job engagement levels. impact on reducing employee exit rates, with
Taylor & Green (2018) reported that training led to organizations experiencing up to a 30% reduction
a 40% increase in employee retention, while Harris in turnover when employees have access to career

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progression training (Parker et al., 2022). Mason & Reed (2021) indicated that organizations
Similarly, leadership training programs increased that provide mentorship programs see a 29%
employee loyalty by 28% (Mitchell & Allen, reduction in employee turnover, while Gibson &
2023), while skill-building workshops boosted job Carter (2022) found that cross-functional training
satisfaction by 33% (Roberts & Thomas, 2023). helped retain high-potential employees by 34%.
Moreover, organizations that integrate recognition
Mentorship programs, structured career into training programs reported an increase in
progression, and recognition-based training also employee motivation by 37% (Anderson &
played significant roles in improving employee Hughes, 2023).
morale and long-term retention. Research by

Table 3: Role of employee development in job satisfaction and retention

Study Findings

Taylor & Green (2018) Training led to a 40% increase in employee retention.

Harris et al. (2020) Organizations with development programs had 35% higher job
satisfaction.

Lopez & Kim (2021) Regular training improved engagement and lowered turnover by 25%.

Parker et al. (2022) Career development opportunities reduced employee exit rates by 30%.

Roberts & Thomas Job satisfaction increased by 33% when companies invested in skill-
(2023) building.

Mitchell & Allen (2023) Employees receiving leadership training had 28% higher loyalty to the
company.

Nguyen & Patel (2024) Training linked to 38% improvement in long-term workforce stability.

King & Dawson (2019) Investment in personal development improved staff morale by 32%.

Wilson & Cooper (2020) Employee engagement increased by 27% in firms with structured career
progression.

Mason & Reed (2021) Companies offering mentorship programs see a 29% decrease in turnover.

Owen & Bennett (2017) Workplace happiness scores increased by 31% after skill training sessions.

Simpson & Baker (2018) Supervisory training programs enhanced loyalty by 26%.

Evans & Murphy (2019) Soft skills training led to a 24% increase in job satisfaction.

Gibson & Carter (2022) Cross-functional training helped retain high-potential employees by 34%.

Anderson & Hughes Recognition-linked training boosted employee motivation by 37%.

(2023)

Challenges Organizations Face in Implementing Training Programs

Despite the evident benefits of training programs, effective implementation. The most significant
organizations face several barriers that hinder challenge reported was the high cost of training

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programs, with 40% of firms citing financial Additionally, lack of management support led to
constraints as a major barrier. Smaller 20% lower training adoption rates, as organizations
organizations, in particular, struggle with where leadership does not actively promote
allocating sufficient budgets for training, which training initiatives tend to experience poor
limits their ability to provide continuous learning engagement levels among employees. Other
opportunities. Another significant challenge is notable challenges include time constraints, as 35%
employee resistance to change, affecting of employees reported difficulty balancing work
approximately 25% of employees, particularly in responsibilities with training commitments, and
companies introducing new digital training tools or misalignment between training content and job
e-learning platforms. Resistance is often linked to roles, which resulted in a 28% reduction in training
fear of new technologies, lack of motivation, and effectiveness. Furthermore, technological barriers,
preference for traditional learning methods. outdated training content, and difficulty in
measuring return on investment (ROI) were
Limited training evaluation metrics were also highlighted as persistent obstacles. For example,
identified as a major concern, with 30% of 19% of firms cited software and hardware
organizations struggling to measure training limitations as issues in adopting e-learning, and
effectiveness. Without proper evaluation 30% reported that outdated training materials led to
frameworks, organizations find it difficult to justify lower engagement levels.
training investments and track progress.

Table 4: Challenges organizations face in implementing training programs

Challenge Impact on Organization
High Cost of Training Programs 40% of firms cite financial constraints as a major barrier.
Employee Resistance to Change 25% of employees show reluctance towards digital learning
methods.
Limited Training Evaluation 30% of organizations struggle with measuring training
Metrics effectiveness.
Lack of Management Support Companies with low management support see 20% lower training
adoption.
Inadequate Training Resources Insufficient materials result in a 15% decline in training quality.
Time Constraints Busy work schedules reduce training participation by 35%.
Mismatch Between Training and Misalignment leads to 28% reduction in training effectiveness.
Jobs
Technological Barriers 19% of firms report software and hardware issues affecting e-
learning adoption.
Ineffective Training Delivery Inadequate delivery methods lead to 22% knowledge retention
failure.
Lack of Employee Motivation 24% of employees lack motivation to participate in voluntary
training.
Absence of Learning Culture Organizations with no culture of learning see a 26% skill
stagnation.
Geographical Constraints Remote teams struggle with access to training, reducing
efficiency by 21%.
Difficulty Measuring ROI Training programs with unclear impact lead to 18% budget
reduction.
Limited Employee Availability Unavailability of employees for training lowers participation by
25%.
Outdated Training Content Training materials that are outdated reduce engagement by 30%.

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 5. DISCUSSION
The findings of this systematic review reaffirm the argued that companies that integrate training within
crucial role of employee training and development their strategic framework enhance both employee
in enhancing organizational performance. Several motivation and organizational efficiency.
empirical studies have demonstrated that structured Moreover, the service sector benefits immensely
training programs lead to increased productivity, from training programs, with employees
improved efficiency, higher job satisfaction, demonstrating 18% better performance in
enhanced innovation, and reduced employee customer-focused roles (Johnson & Lee, 2022).
turnover (Aguinis & Kraiger, 2009; Salas et al., While these findings confirm prior research, they
2020). This discussion contextualizes the study’s also highlight a critical gap in organizations' ability
findings within the existing body of literature, to measure long-term ROI on training investments.
analyzing the impact of training methodologies, Several studies acknowledge that while training
employee development strategies, and challenges programs drive performance, businesses often lack
faced by organizations in implementing effective robust evaluation metrics to quantify their impact
training programs. (Salas et al., 2020). This reinforces the need for
organizations to adopt data-driven assessment
Employee training directly contributes to frameworks to optimize training effectiveness.
organizational productivity and efficiency, a
conclusion supported by this review’s findings. The findings indicate that different training
Studies included in this review indicate that methodologies yield varying effectiveness levels.
companies that prioritize structured training Blended learning, which combines digital training
programs experience productivity increases with hands-on experience, emerged as the most
ranging from 15% to 30% (Jones & Smith, 2020; effective approach, with 88% effectiveness (Salas
Brown et al., 2021). This aligns with the human et al., 2020). This supports the argument by
capital theory, which posits that investment in Kraiger, McLinden, and Casper (2023), who noted
employee development enhances workforce that combining e-learning with traditional methods
competencies, ultimately leading to higher maximizes engagement and retention.
economic returns (Becker, 1964). Furthermore, on-the-job training demonstrated
Additionally, Noe et al. (2020) emphasized that 85% effectiveness, as employees apply learned
workplace training ensures employees are skills in real-time work environments.
equipped with up-to-date skills, enabling them to This confirms findings from Bartel (2022), who
adapt to industry advancements. This review found observed that organizations implementing job-
that skills-based training and job-specific learning embedded learning reported higher workforce
interventions reduce operational errors by up to adaptability and efficiency. Conversely, e-learning,
22%, reinforcing previous research by Arthur et al. despite being cost-effective, ranked lower in
(2003), which demonstrated that structured effectiveness (75%) due to challenges related to
training programs significantly enhance job-related employee motivation and engagement. Newman,
behaviors across industries. Similarly, Bartel Thanacoody, and Hui (2021) emphasized that self-
(1994) found that manufacturing firms paced digital learning often leads to inconsistent
implementing continuous training experienced completion rates, necessitating better interactive
substantial productivity gains, aligning with this learning mechanisms.
study’s results indicating a notable improvement in
output quality. Leadership development programs (81%) and
coaching/mentoring (78%) also emerged as
Beyond productivity, training enhances operational impactful, particularly in enhancing managerial
efficiency and teamwork. Studies reviewed suggest decision-making and team collaboration. These
that organizations investing in leadership training findings are consistent with Huselid (2024), who
and competency-based development saw a 30% reported that leadership training positively
increase in efficiency (Clark & Adams, 2021). This correlates with organizational resilience and
is consistent with Sung and Choi (2014), who workforce retention. Similarly, technical skill boot

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camps (86%) were particularly effective in and lower workforce productivity. Moreover,
industries such as IT, healthcare, and engineering, employee resistance to training (25%) was another
affirming the argument made by Smith and Hayton key challenge. This supports findings by Jehanzeb
(1999) that continuous technical upskilling fosters and Bashir (2013), who suggested that employees
industry competitiveness. Overall, the choice of often resist training due to fear of change, lack of
training method should be aligned with motivation, or ineffective learning formats.
organizational goals and employee needs. This Additionally, organizations struggle with limited
review underscores the importance of adopting training evaluation metrics (30%), reinforcing
hybrid learning approaches to maximize skill previous research by Sung and Choi (2014), who
acquisition, employee engagement, and long-term found that most firms lack structured frameworks
retention. to assess the long-term impact of training.

One of the most compelling findings of this review Other notable challenges include time constraints
is the direct correlation between training (35%), technological barriers (19%), and outdated
investments and employee retention. Several training content (30%), all of which hinder
studies demonstrated that structured employee effective training adoption. This aligns with
development programs reduce turnover rates by up Newman et al. (2021), who noted that poorly
to 40% (Taylor & Green, 2018). This aligns with designed training materials lead to disengagement
Tharenou, Saks, and Moore’s (2007) study, which and reduced learning effectiveness. To address
found that employees are more likely to stay in these barriers, organizations must adopt cost-
organizations that actively support career effective training solutions, such as micro learning
progression. Furthermore, organizations providing and e-learning, integrate management-driven
clear career development pathways saw 35% learning cultures, and implement data-driven
higher job satisfaction rates (Harris et al., 2020), assessment models to measure ROI on training
supporting prior research by Pajo, Coetzer, and investments.
Guenole (2010), who argued that professional
growth opportunities mitigate employee 6. CONCLUSION
disengagement and attrition. This systematic review has demonstrated the
Additionally, mentorship programs were found to critical role of employee training and development
be particularly effective, with companies observing in enhancing organizational performance,
a 29% reduction in turnover when structured employee retention, and overall business success.
guidance systems were in place (Mason & Reed, The findings provide strong empirical evidence
2021). Recognition-linked training programs also that investment in structured training programs
significantly influenced employee motivation, with leads to increased productivity, improved
findings indicating a 37% boost in workforce efficiency, reduced turnover rates, and enhanced
morale (Anderson & Hughes, 2023). These results job satisfaction. Organizations that implement
resonate with research by Luthans, Luthans, and effective training methodologies such as blended
Luthans (2023), who introduced the positive learning, on-the-job training, leadership
psychological capital framework, stating that development, and technical skill boot camps
employees who feel valued and supported exhibit experience significant improvements in workforce
higher commitment and performance levels. competency and operational success.
Furthermore, the study highlights that employee
Despite its benefits, this review identified several development is a key driver of job satisfaction and
barriers organizations face in implementing retention, with structured career progression
training initiatives. Financial constraints were the programs reducing turnover rates by up to 40%.
most significant challenge, with 40% of firms Employees who receive continuous learning
citing budget limitations as a primary barrier. This opportunities are more likely to remain engaged,
finding aligns with Garavan (2007), who noted that motivated, and committed to their organizations.
SMEs often lack the financial resources to develop The evidence supports the human capital theory,
extensive training programs, leading to skill gaps which emphasizes that investments in employee

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skills lead to higher economic returns and serves as a valuable resource for academics,
organizational competitiveness. However, despite policymakers, and industry leaders, guiding the
these benefits, organizations face several development of innovative, cost-effective, and
challenges in implementing training programs sustainable training solutions to drive
effectively. Financial constraints, employee organizational success in an evolving business
resistance, lack of proper evaluation metrics, time landscape.
limitations, and outdated training materials hinder
the success of training initiatives. To overcome Organizations should prioritize continuous
these obstacles, businesses must develop cost- employee training and development by integrating
effective training strategies, leverage technology- structured learning programs aligned with business
driven learning solutions, and implement robust objectives. To enhance training effectiveness,
assessment frameworks to measure training companies must adopt blended learning
effectiveness and return on investment. approaches that combine on-the-job training, e-
learning, and mentorship programs to cater to
This systematic review makes a significant diverse learning preferences. Additionally, firms
contribution to knowledge by synthesizing should allocate sufficient budgets for training
empirical evidence and theoretical perspectives on initiatives, ensuring financial constraints do not
the impact of employee training and development hinder workforce development.
on organizational performance. The study expands Implementing data-driven evaluation metrics will
existing literature by highlighting the effectiveness help organizations measure the impact and return
of different training methodologies, demonstrating on investment of training programs, facilitating
that blended learning, on-the-job training, and informed decision-making. Leadership should
leadership development programs yield the highest actively support and promote a learning culture,
returns in terms of employee productivity, job encouraging employee participation and reducing
satisfaction, and workforce retention. Additionally, resistance to change. Furthermore, organizations
this research provides a comparative analysis of must update training content regularly to align with
training strategies across various industries, evolving industry trends and technological
offering insights into best practices for optimizing advancements. Finally, businesses should explore
training investments. cost-effective digital learning solutions, such as
micro learning and virtual simulations, to provide
Furthermore, this study contributes to the field of accessible and flexible training opportunities for
human resource management and organizational employees.
behavior by identifying key challenges
organizations face in implementing training ACKNOWLEDGEMENT
programs, including financial constraints, We would like to extend our deepest gratitude to
resistance to change, and inadequate evaluation the International Journal of Multidisciplinary
metrics. By addressing these barriers, the review Studies and Innovative Research for providing a
provides practical recommendations for platform to publish this systematic review. The
overcoming training implementation challenges, journal's commitment to advancing scholarly
thereby equipping business leaders and HR research and fostering innovative discussions has
practitioners with data-driven strategies to enhance been instrumental in bringing this work to a wider
workforce development. audience. We are particularly thankful for the
Moreover, the research reinforces the human opportunity to contribute to the growing body of
capital theory, emphasizing that investment in knowledge in the field of human resource
employee training leads to long-term economic management and organizational development. Our
benefits and organizational growth. It also sincere appreciation goes to the Editor-in-Chief,
highlights the importance of training evaluation Sir Prof. Daniel Obeng-Ofori, for his invaluable
models, calling for future research to develop guidance, insightful feedback, and unwavering
standardized frameworks for measuring training support throughout the publication process. His
effectiveness and ROI. Ultimately, this study expertise and dedication to academic excellence

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have greatly enhanced the quality of this work. We Bartel, A. P. (2022). Measuring the employer's
are truly honored to have had the opportunity to return on investments in training: Evidence
collaborate with such a distinguished scholar and from the literature. Industrial Relations: A
leader in the field. We would also like to Journal of Economy and Society, 39 (3),
acknowledge the contributions of the Managing 502-524. https://doi.org/10.1111/0019-
Editors and the entire editorial team for their 8676.00178
meticulous review process and constructive Becker, G. S. (1964). Human capital: A theoretical
suggestions, which have significantly improved the and empirical analysis, with special
clarity and rigor of this manuscript. Their reference to education. University of
commitment to maintaining high academic Chicago Press.
standards is commendable and deeply appreciated. Elnaga, A., & Imran, A. (2013). The effect of
Furthermore, we extend our thanks to training on employee performance.
the reviewers who provided thoughtful and European Journal of Business and
detailed feedback, helping to refine the arguments Management, 5 (4), 137-147.
and strengthen the overall structure of the paper. Garavan, T. N. (2007). A strategic perspective on
Their expertise and critical insights have been human resource development. Advances in
invaluable in shaping the final version of this Developing Human Resources, 9 (1), 11-
review. Lastly, we are grateful to the Catholic 30.
University of Ghana for providing the academic https://doi.org/10.1177/152342230629449
environment and resources necessary to conduct 2
this research. The support from our institution has Huselid, M. A. (2024). The impact of human
been crucial in facilitating this scholarly endeavor. resource management practices on
turnover, productivity, and corporate
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