Vol. 2 No. 01 (2023)

29-39

1. INTRODUCTION

Employees are a company’s greatest asset—or its greatest liability—because they have the power to shape public perception of the business and influence its financial performance. There are many factors that can influence an employee’s performance, including the policies of the company, professional development programs, the working environment, and the relationship between an employee and their employer [1]. Employee performance can be improved in a number of ways, including through increased employee engagement, which is important because productively engaged employees lead to success, while unproductively engaged employees may lead to loss [2]. It has been observed that a positive relationship exists between an employee’s level of satisfaction and the environment in which they work. To put it simply, satisfied workers produce higher quality work than their dissatisfied counterparts. The absence rate and overall employee satisfaction are two metrics that can be used to measure employee engagement. The level of employee engagement is a critical component of employee productivity in the textile industry as well as in all other industries [3]. In order for businesses to thrive in today’s rapidly shifting commercial climate and increasingly cutthroat levels of competition, they will need to implement innovative business strategies. Active employee engagement is one of these strategies that can be used to achieve the best possible performance [4]. Individual and collective efficiency can both benefit from participating in professional development activities. Employees are able to be knowledgeable about the progression of technology, the core values of the organization, and their own work experience, thanks to professional development opportunities. Personal growth, perfectionism, capability, and productivity all have an indirect but direct bearing on professional growth [5]. Employees are the most important factor in the success of any company. The proper management of human resources in order to maximize employee productivity is a difficult task. When workers are happy in their jobs, it shows in how they perform their jobs [6]. In Pakistan, researchers looked into how committed workers were to their careers and how satisfied they were with their careers. Employees’ dissatisfaction with their careers may be attributed to managers’ tendency to interrupt their work. Only if an organization gives its workers opportunities to advance their careers will employees be of any use to that organization [7]. In this competitive and technologically modern era, where companies will have to be more efficient in human resource management, it was observed that there is no proper focus on Professional development activities [8]. Due to a lack of attention to Professional development, work is not good enough and decreases productivity [9]. Change in the work environment due to changes in technology, innovation, pricing, and competition; changes are coming in every sector, as in the textile sector of Pakistan. These changes required a well-planned mechanism of Professional development to prepare their employees to face the upcoming challenges and increase their productivity of employees [10]. Many studies have been conducted in the past and explore various aspects of Professional development. Professional development is a common method that enhances the competency of employees for the achievement of organizational goals [11]. A study state that focusing on Professional  & development, collaboration, inquiring, decision-making, and mutual connection has a great impact on the productivity of employees and is beneficial for the growth of the organization. According to a study, improvement in employee capability through Professional development can improve the goods and service quality of the organization [12]. But between the relationship between Professional development and career satisfaction, the mediating effect of employee engagement is further needed to be explored, so in this research, we had to explore this relationship [13]. The present study has identified the impact of Professional development on career satisfaction and the effect of employee engagement as mediating in the textile zone of Pakistan. Motivation theory gives a perception of factors that motivate individuals or groups, the achievement of organizational goals, and employee satisfaction.

2. LITERATURE REVIEW

Professional development plays an important role in employee engagement and career satisfaction. Professional development improves employees’ skills and provides job satisfaction that improves the morale and performance of employees, which is beneficial for the success of an organization [15]. In this advanced and competitive environment, the only way for organizations to survive is for their human resource management practices to be so effective that they improve their employees’ skills and capabilities to the point where they are better able to meet the challenges that the organization will face in the future or in the near future. Employee engagement is a necessary component for the accomplishment of performance goals, and it contributes to the sense of accomplishment that workers derive from their work [16]. Employees can be made more valuable through the use of a methodical approach to their development, known as professional development. Individuals, groups, and entire organizations can all benefit from the learning and growth opportunities offered by professional development, which is a process that has been standardized. According to research, training plays a mediating role in the process of raising both the overall quality of the organization’s products and services and the level of technical expertise possessed by its workforce [17]. A continuous development plan is required for the success of the organization in order to improve the working behavior and skills that enhance the performance of the employees. This plan is necessary for the improvement of the employees. It has been demonstrated that development plans are beneficial to organizations because they lead to an increase in skills and competence, which in turn improves morale and performance [18]. The rate of employee turnover has decreased as a result of development. Opportunities for advancement reduce employee absenteeism while also increasing engagement and overall job satisfaction [19]. Employee engagement, overall job satisfaction, and overall performance all improve as a direct result of participation in learning programs. According to one piece of research, the hurdles that stand in the way of acquiring new technologies and the barriers that bring down employee performance can be removed by professional development programs and by modifying employee behavior. Career satisfaction can be attributed to both the external and internal values of an institution, such as pay, opportunities for advancement and success, and so on [20]. A person’s capacity for happiness is correlated with their sense of advancement and accomplishment in their chosen line of work. Planning one’s career not only makes workers happier but also enables them to pinpoint their roles and better coordinate their objectives and strategies [21]. Because increased probability results in increased adaptability and increased career satisfaction, leadership is obligated to provide employees with support for the advancement of their careers. They hypothesize that high levels of career satisfaction will be accompanied by a low rate of employee turnover [22]. According to research conducted in China, highly skilled workers report higher levels of job satisfaction and experience greater increases in their abilities. Employees who are treated with dignity are less likely to consider quitting their jobs and more interested in being developed by their employers for more rewarding careers [23]. Employee engagement has a positive effect on career satisfaction. Employee satisfaction increases due to practical training. According to training is positively related to job satisfaction and quality of service by employees [24]. High organizational career satisfaction is positively related to high pressure, effectiveness, commitment, and high esteem. Employees’ efficiency increases if they are happy about their work and career [25]. Organizational culture affects job and career satisfaction. Work involvement affects career satisfaction because work fit into the role of the employee can enhance the ability of the employee. The psychological and emotional attachment that enhances performance and builds attitude is known as employee engagement [26]. Employee’s emotional, physical, and sensational engagement in work. Employee engagement makes employees more loyal to their job and less desire to leave the company. On the other hand, employees who are not emotionally connected with them can easily leave their company when they get a more flexible working environment [27]. Engagement can be enhanced by providing Professional development, job design, performance management, and a reward system. Employee engagement can strengthen the relationship between managers and staff. Employee engagement positively affects career satisfaction [28]. By contrast, a negative relationship between these variables was also investigated. Best and effective human resource practices increase employee engagement [29]. Employee enjoyment increases employee satisfaction. A study state that equal opportunities, organizational behavior, wages, benefits, and career determination has a significant effect on engagement. Employees are more intended and interested in their positions and career growth and are closer to their employees through development [30]. Employees who are aware more of tools and the degree of their work essential have more strength and power to face difficult situations and less intention to leave [31]. Motivation theory gives a perception of factors that motivate individuals or groups, the achievement of organizational goals, and employee satisfaction.

                H1: Professional development and career satisfaction have a positive relationship.

                H2: Professional development and employee engagement have a positive relationship.

                H3: Employee engagement and career satisfaction have a positive relationship.

Figure 01: Theoretical Framework

The variables of this study are supported by this theory which explains social exchanges and organizational behavior. Figure 1 presents the theoretical framework of the study. Organizational behavior affects employee productivity and involvement. The environment and opportunities provided by organizations can decrease and increase employee involvement [14].

3. MATERIALS AND METHODS

This study followed the quantitative and cross-sectional design. The data has been collected from N=98 textile sector employees by using a survey. A structured questionnaire is used in this study to get the data for this study [32]. This questionnaire has been achieved from past research, and data is collected from the participants through online questionnaires. The variables for this study are dependent, independent, and mediating variables [33]. Primary data was collected over 4 months by using a 5-point Likert scale questionnaire with the consent of respondents and ensuring their confidentiality [34]. Descriptive and inferential stats were applied for correlation and regression analysis by using Smart PLS to investigate the variables.

4. RESULTS AND DISCUSSION

4.1 Reliability and Validity

Outer loading values derived by the Smart PLS analysis tool are presented in Table 3. If the value >0.5, it shows that the indicator is valid. In the Professional development variable, the value of (T&D7=0.843) (training programs provided by the organization) has a prominent impact on employees; on the other hand, the value of (T&D6=0.507) (quality of performance of employees) has a small impact. In the employee engagement variable, the value of (EE1=0.920) (energy level doing work with the organization) is greater and has a great impact on employee engagement, but (EE2=0.643) (strong to finish the job assignment) has the smallest value, which shows less impact on engagement.

Table 01: Reliability and Validity

Career satisfaction (prepare for future assignments) (CS2 = 0.863) has a greater impact on career satisfaction, while, (CS3 = 0.702) (developed skills to do a number of jobs) has a less impact on career satisfaction.

Table 02: Discriminant Validity

If the value of composite reliability is greater than 0.7, it means it is a satisfactory value. The values of composite reliability shown in Table 3 that is greater than 0.7, which shows variables are realistic. Table 4 presents the discriminant validity.

Table 03: R-Square Values

R-Square values that are shown in Table 5 indicate that the variable of Professional development highly affects employee engagement by 53.7%, while career satisfaction by 27.3% is less influential. Table 5 presents the R-square values.

Figure 02: Model picture from Smart PLS

Significance value p-value and t-statistics t-value indicate whether the hypothesis is accepted or rejected. In the case of acceptance, the t-value should be greater than 1.96 and the p-value less than 0.05. If the t-value is less than 1.96 and the p-value is greater than 0.05, the hypothesis is rejected.

Figure 03: Model picture from Smart PLS with mediation

The relationship of Professional development with career satisfaction (H1) shows that Professional development has no impact on career satisfaction as t=1.543(<1.96) and p=0.123(>0.05), so (H1) is rejected, but the relationship between Professional development and career satisfaction is positive.

Table 04: Hypothesis Testing

Professional development has a great influence on employee engagement as t=16.588(>1.96) and p=0.000(<0.05), so (H2) is accepted because the relationship between them is positive and significant. Employee engagement has an influence on career satisfaction, and the relationship between employee engagement and career satisfaction is positive and significant (H3) as t=2.013(>1.96) and p=0.045(<0.05), so (H3) is accepted [35]. Employee engagement has a mediating effect on the relationship between Professional development and career satisfaction. The mediating effect of employee engagement on the relationship between Professional development and career satisfaction (H4) is positive and significant as t=2.000(>1.96) and p=0.046(<0.05), so (H4) is accepted [36]. Professional development has a great influence on career satisfaction through employee engagement.

5. CONCLUSIONS

Employee engagement and satisfaction with one’s career can both be significantly influenced by professional development. The improvement of employees’ skills through professional development also results in increased job satisfaction, which in turn boosts morale and productivity among workers, which is beneficial to the overall success of an organization. In this advanced and competitive environment, the only way for organizations to survive is for their human resource management practices to be so effective that they improve the skills and capabilities of their employees to the point where they are better able to meet the challenges that the organization will face in the future or in the near future. In other words, the only way for organizations to thrive is for their human resource management practices to improve their employees’ ability to meet the challenges that the organization will face in the future or in the near future. Employee engagement is an essential component for the achievement of performance goals, and it is a factor that contributes to the fulfillment that workers derive from their work. Because the correlation between these two factors is positive and statistically significant, professional development has a significant impact on employee engagement. This is indicated by the values t=16.588 (>1.96) and p=0.000 (0.05). The relationship between employee engagement and career satisfaction is one that is both positive and significant, as shown by the statistics t=2.013 (>1.96) and p=0.045 (0.05), respectively. Employee engagement has an effect on career satisfaction. The connection between personal growth and satisfaction in one’s career can be understood more clearly when viewed through the lens of employee engagement. The employee engagement variable has a positive and statistically significant effect as a mediator between the relationship between professional development and career satisfaction, with t=2.000 (>1.96) and p=0.046 (0.05), respectively. Employee engagement plays a significant role in career satisfaction, which is why professional development is so important. According to the findings, professional development does not have a direct bearing on a person’s level of satisfaction with their career but does have a weak but positive relationship with it. The relationship between employee engagement and professional development is one that is both positive and significant. Professional development has a significant impact on employee engagement. This study is different from other studies that have been conducted in the past because many studies have been conducted in the past to analyze the various aspects of employee engagement and job satisfaction. However, this study focuses especially on the impact that employee engagement has on employee career satisfaction. The relationship between satisfied employees and their jobs is one that is both positive and significant, and it is one that is affected by employee engagement. In spite of the fact that professional development does not have an immediate bearing on one’s level of job fulfillment, studies have shown that it does have a significant influence on career satisfaction when it is mediated by employee engagement. The findings of this study provide recommendations to the management of organizations, with the goal of encouraging and increasing high employee engagement in a manner that is more active, better, and innovative. Encouragement of positive behavior among staff members is necessary for the accomplishment of organizational objectives. A higher level of employee engagement will result in higher levels of career satisfaction for workers, as well as higher levels of morale and passion for work among workers, all of which will increase productivity and be beneficial to organizations.

6. LIMITATIONS & PRACTICAL IMPLICATIONS

This study will be extremely helpful for the institutes for decision-makers who are focusing on increasing staff satisfaction through Professional development in the textile sector and other sectors as well to flourish in work activities and develop the nation. This study is also helpful for academia and will help scholars in the literature review. This study has some implications as data is taken only textile sector of Faisalabad, Pakistan. Data can also be taken from other sectors and other cities in Pakistan. Due to a shortage of time, collected data was not enough for this study.

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