The impact of Employee training and development on organizational performance: A case study on PRAN RFL Group, Bangladesh

Khan, Md Khairul Alam (2025) The impact of Employee training and development on organizational performance: A case study on PRAN RFL Group, Bangladesh. Masters thesis, Dublin, National College of Ireland.

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Abstract

This study investigates the impact of Employee Training and Development (T&D) on Organizational Performance (OP) at PRAN RFL Group, Bangladesh. The purpose of the study is to evaluate the influence of key T&D components—training effectiveness (TE), skill enhancement and career development (SECD), employee engagement (EE), and workplace learning culture (WLC)—on OP. The study employs a quantitative research design, collecting data through an online survey questionnaire administered to 183 employees of PRAN RFL. The data were analysed using descriptive statistics, correlation analysis, regression analysis, and mediation analysis.

The findings reveal that TE, SECD, and EE positively influence organizational performance, with EE serving as a significant mediator in the relationship between T&D components and performance outcomes. However, the study also identifies an unexpected negative relationship between WLC and organizational performance, suggesting that its impact may depend on factors such as alignment with practical applications and leadership support.

Based on these findings, the study recommends that PRAN RFL refine its training programs, invest in career development initiatives, foster EE, and strategically integrate learning initiatives with operational needs. The study’s implications highlight the importance of continuous investment in T&D practices to drive productivity and competitiveness.

Despite its contributions, the study has limitations, including a single organizational context and cross-sectional design, which limits causal inference. Future research could explore the long-term impact of T&D, expand the sample to diverse sectors, and investigate the role of leadership and organizational culture in mediating the T&D-performance relationship.

Item Type:	Thesis (Masters)
Supervisors:	Name Email Cheevers, Tara UNSPECIFIED
Uncontrolled Keywords:	Employee Training and Development; Organizational Performance; Employee Engagement; Workplace Learning Culture; Career Development
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Careers H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Performance Management > Employee Engagement H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Performance Management H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Training and Development
Divisions:	School of Business (- 2025) > Master of Arts in Human Resource Management
Depositing User:	Ciara O'Brien
Date Deposited:	08 Dec 2025 15:09
Last Modified:	08 Dec 2025 15:09
URI:	https://norma.ncirl.ie/id/eprint/9012

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