Impact of Training and Goal Setting on Employee Engagement and Commitment in Banking Sector of Pakistan

Abstract

Purpose: This study aimed to explore the effect of training and goal setting on employee engagement and commitment in the banking sectors of Hyderabad, Pakistan. Approach/Methodology/Design: The collection of information was acquired using a closed-ended questionnaire with a Likert scale. The convenience sampling method was used, and 270 respondents participated in the survey. The data was analyzed by using Statistical Package for Social Sciences (SPSS). Findings: The findings revealed that training and goal setting can boost employees’ engagement and commitment in the banking sectors of Hyderabad, Pakistan. Practical Implications: The suggested model in the study can be executed in almost any organization to increase the overall engagement and commitment of employees. For the model to be implemented effectively, a decent time has to be devoted to the goal settings, as it is the most integral and critical phase towards this whole organizational system. Each factor in this theoretical framework must also give as much information as needed to collaborate on it to achieve the goal of organization. This model can be used, in specific, in the services industry, to achieve their ultimate strategic goals. Originality/value: This research provides empirical support for developing management programs that promote employee training and goal setting, leading to employee engagement and commitment. This study is important for academia, professionals, and scholars alike.

Unleashing the creative spark: the mediating role of employee work engagement on the relationship between employee training and creativity

“…Their research, centered on four Catholicfounded hospitals, illustrates how training initiatives and employee engagement significantly predict employee performance. This study aligns with an extensive body of literature reinforcing the interconnectedness between employee training and engagement (Altehrebah et al, 2019;Khushk et al, 2021). Numerous scholarly works emphasize the pivotal role of training as a catalyst in fostering employee engagement, addressing crucial areas such as stress management, error management, ethics and conflict management (Dale Carnegie Training White Paper, 2012;Jyoti et al, 2015;Othman et al, 2019).…”

“…This research highlights the training's practical impact, which emerges as a crucial motivator of involvement, encouraging workplace creativity (Park et al, 2014). Previous research has established direct links between training and creativity, as well as between training and work engagement, and between work engagement and innovative behavior in industrial settings only (Memon et al, 2016;Azeem and Paracha, 2013;Dostie, 2018;Khushk et al, 2021;Nawaz et al, 2014). Consistent with these empirically supported findings, the present study also bolsters the linkages among these constructs.…”

“…Findings underscore the practical significance of investing in employee training. Organizations can leverage training programs to cultivate engaged employees, thereby fostering a culture conducive to creativity (Khushk et al, 2021). Managers should recognize the role of engagement in fostering creativity and consider tailoring training initiatives to not only enhance skills but also promote engagement, aligning with SET's principles of resource exchange (Dostie, 2018).…”

“…Training programs can be effective in developing the desired employee behaviors by engaging them in goal-oriented tasks (Khushk et al, 2021;Sundaray, 2011;Singh, 2019), with mentoring also playing a vital role in the career advancement of both new and seasoned employees (Cawe, 2006;Perrin, 2003). Additionally, it has been demonstrated that employee emotions such as vitality, devotion and absorption are greatly influenced by their level of work engagement (Bakker and Demerouti, 2008;Zhou et al, 2019), leading to higher levels of job satisfaction and engagement while reducing deviant behavior (Karavasilis, 2019;Singh, 2019).…”

“…Training programs can be effective in developing the desired employee behaviors by engaging them in goal-oriented tasks (Khushk et al. , 2021; Sundaray, 2011; Singh, 2019), with mentoring also playing a vital role in the career advancement of both new and seasoned employees (Cawe, 2006; Perrin, 2003).…”