Nexuses between induction training and on the-job-training on employee job performance: the mediating role of organizational culture

Abstract

Purpose The study aims to explore the mediating role of organizational culture in the relationship between on-the-job training (OJT), induction training and employee job performance. This study is conceptually grounded in Albert Bandura’s Social Cognitive Theory. The function that organizational culture plays as a mediator in the links between employee performance and on-the-job training and induction is a unique aspect of this study. Design/methodology/approach An industry-wide representation was ensured in the study by using a stratified random sampling technique to choose participants. The main characteristics pertaining to organizational culture, training initiatives and worker job performance were measured by using validated scales from earlier studies. For the purpose of validating the measurement model, factor loadings, internal consistency reliability and discriminant validity were evaluated through the use of partial least squares structural equation modelling in SmartPLS. Findings In support of Bandura’s Social Cognitive Theory, the study’s results show a strong association between work performance, organizational culture, on-the-job training and induction training. The study highlights the positive synergistic effect that supportive organizational culture and well-designed training programmes have on improving employee job performance. The unique contribution of this study is the provision of empirical support for these correlations across a wide range of industries, highlighting the crucial roles that organizational culture plays in promoting employee success. Originality/value Authors’ knowledge of how organizations may create environments that maximize worker productivity and potential is expanded by the study’s practical insights.