1. Professor, Govt college women university Sialkot Pakistan; hamza.sajid@gcwus.edu.pk
2. Professor, Govt college women university Sialkot Pakistan; h.ahmad2087@gmail.com

*             Correspondence: hamza.sajid@gcwus.edu.pk

Keywords: employee training, job satisfaction, employee commitment, Bangladesh textile mills

1. INTRODUCTION

Employee Training is a vital tool in modern corporations for boosting employee commitment. It has been discovered that companies need to acknowledge the significance of investing in employee training if they want to maintain their competitive edge in today’s environment, which is increasingly globalised and technologically advanced. It is clear that the training that is provided to employees plays an important role in the commitment of employees [1. There are a few researchers who maintain that employee training does not have any bearing on employee commitment; alternatively, different aspects of the workplace and HR practises are responsible for employee commitment. Some individuals are of the opinion that it is necessary to provide employees with training in order to enhance the capability of human resources to acquire a particular skill. On the other hand, there are those who believe that it makes it simpler for workers to achieve the professional goals and objectives that they have set for themselves [2]. It has also been suggested that worker commitment can be increased through the implementation of employee training programmes. The researchers also discovered that employee training could have varying results; as a result, the researchers should have the intention of determining the various impacts that employee training has on employee commitment in order to adequately complete their work. According to the findings of the studies that have been carried out, there are a multitude of advantages to be obtained from conducting research on employee training, commitment, and job satisfaction in a variety of different contexts [3]. An investigation was conducted, and the results indicated that there are two aspects to employee training. To begin, from the perspective of the organisation, each and every business must locate a means by which to increase the level of employee commitment among their workforce. Training and development activities are an absolute requirement for the expansion of a worker’s capabilities and for the advancement of their professional trajectory [4]. Because there are not enough workers who are trained and skilled, businesses have been compelled to maintain the employee training programmes they have in place in order to improve the capabilities of their workforce. On the other hand, precisely because of this reason, the most successful companies in today’s economy are making significant investments in employee training in order to encourage higher levels of employee commitment among their workforce [5]. In this day and age, the organisational strategy that should be implemented is aimed at elevating the level of job satisfaction that employees have. This is because it is a generally accepted fact that the level of dedication an employee has towards their employer grows in direct proportion to the level of happiness and satisfaction the employee experiences in their own life. An educational institution has an obligation to provide a healthy working environment for its teachers in order for those teachers to be able to devote their full attention to their work, which will, in turn, improve their productivity, boost their level of job satisfaction, and, in the long run, result in increased levels of commitment and productivity among faculty and non-faculty staff [6]. In this particular piece of research, a look was taken at the impact on job satisfaction to determine whether or not it acts as a mediator between employee commitment and training. The textile mills in Bangladesh are unable to comprehend the actual significance of the training that they provide for their employees, let alone the influence that training has on the level of dedication and contentment that employees experience while working. This study’s objective is to investigate not only the connection between employee training and job satisfaction but also the connection between job satisfaction and employee commitment.

2. LITERATURE REVIEW

Since the focus of this research is on employee training, employee commitment, and job satisfaction, we look to the relevant literature for assistance in carrying out this research work. According to this literature review, an organisation needs to provide training programmes in order to increase the level of job satisfaction and commitment felt by its employees. Training is provided to workers in organisations in order to elicit a high level of productivity from those workers. However, this level of productivity will only be achieved if workers feel committed to their work and satisfied with their jobs. The social exchange theory [7] serves as the basis for this research paper’s conceptual framework in terms of its theoretical underpinnings. According to the theory, workers are loyal to their employers because they believe they will receive benefits in the future. As a direct consequence of this, organisations continue to uphold the affiliation of related social exchange, and the relationship itself is founded on the concept of exchange. When workers believe that their employer is worthwhile and receives recognition for their efforts, the level of connection between them increases. When companies invest in their employees by providing training to help them improve their skills, they are rewarded with a high level of commitment from those employees [8]. This research paper makes use of the theoretical framework provided by the theory of social trade. The idea suggests that workers want to have some expectations of being preferred by the companies where they are employed. When an employee believes that his or her employer values and appreciates them, that employee is more likely to remain dedicated to the organisation [9]. The cooperative sector should provide their employees with training and ask for commitment from their workers in return. The term “employee training” refers to an amalgamation of different processes that are used to continually improve the learning, abilities, and performance of employees. Training employees entails studying in order to acquire the high-quality knowledge and skills necessary to successfully carry out a professional assignment. Training of staff members leads to increased levels of productivity for the organisation. Training employees is an intervention that is planned to increase employee commitment and the level of job satisfaction experienced by employees; it also increases organisational yield and effectiveness [10]. During training, employees have the opportunity to learn new skills and acquire new knowledge, both of which can lead to increased job satisfaction and employee commitment. The capabilities, skills, and aptitudes of workers are essential to an organization’s ability to function effectively and efficiently. It is imperative that employees of an organisation be encouraged by the provision of high-quality training that is beneficial to the employees’ particular skill set [11]. Training provides an extreme level of motivation among employees as they feel ownership and responsibility for the organization, and it automatically enhances the individual’s skills and performance. Many researchers said that training transforms an employee’s approach to his job because training motivates the employee’s performance. Training is considered an exercise for boosting employees’ capabilities to perform their jobs better. Training results in high job satisfaction, performance, and productivity [12]. Before exploring employee commitment with an organization, discussing this concept and identifying methods would be mandatory. Employee commitment is a strength that helps employees set their professional targets and facilitates achieving them. Employee commitment drives employees to remain passionate about achieving their professional and organizational goals. Employee commitment has three types. Affective commitment tells us about the employees who want to stay with the organization. Effective employee commitment results in the prolonged stay of employees with the organization. In the practical approach, employees feel that they fit in the organization in terms of their compatibility with the job role [13]. The concept of normative commitment refers to an aspect of employees that discusses aspect of employees that makes them stay with an organization because of available advantages in that specific organization, such as learning opportunities, professional development, and other similar opportunities [14]. This kind of employee commitment results in a greater dedication to the organization, and employees begin contributing their efforts and hard work, which increases the length of time they remain with the organization. The term “continuance commitment” refers to the need for employees to remain with an organization because there are fewer job opportunities available in the market, as well as remuneration they don’t expect to get from the market or don’t get any offer of this kind [15]. And if they believe that their salary and fringe benefits will not improve if they switch organizations, then this type of commitment is also suitable for the organization. This type of commitment is suitable for the organization because employees will put in their maximum effort because they do not have other options, and the organization will achieve the required performance as a result of employee commitment [16]. It is said that an employee is satisfied with their job when they achieve their goals and experience feelings of happiness and gratitude as a result. Explaining and analysing levels of satisfaction can be accomplished with the help of a component that is responsible for determining the disposition of workers and gauging the amount of pleasure they feel on the inside. Job satisfaction is frequently portrayed as having enormous value, both for employees and for the organisations that employ them [17]. This is primarily due to the fact that it creates a competitive advantage for the employee. Employees are only able to contribute their best efforts towards the achievement of organisational targets and goals when they feel satisfied with both their jobs and the organisation as a whole. Employees are said to have feelings of job satisfaction when they behave in a way that satisfies the expectations associated with their jobs, and when this behaviour is evaluated by the employees themselves. [18] A number of researchers have referred to a feeling of “job satisfaction” among employees as “job satisfaction.” It is about the satisfaction of the employees’ emotions regarding the job, their surroundings, and the overall situation, including their relationships with their coworkers [19]. [Citation needed] It is about the satisfaction of the employees’ emotions regarding the job, their surroundings, and the overall situation. According to the findings of the research, in order for businesses to achieve their objectives of maximising the output of their employees, it is necessary for employers to provide workers with opportunities such as training and a sense of accomplishment in their work. This is required in order for businesses to achieve their goals. Not until the 1930s did an investigation into the factors that contribute to job satisfaction receive widespread attention. At that time, researchers started looking into the perspectives of workers and formulated a conceptual framework for the purpose of conducting multiple polls on workers’ levels of job satisfaction. Maslow’s need for hierarchy theory [20] was one of the earliest theories that attempted to determine the factors that are most important in determining levels of job satisfaction. It was one of the theories that attempted to determine the factors that are most important in determining levels of job satisfaction.

                H1: Employee training and employee commitment have a significant relationship.

                H2: Employee training and job satisfaction have a significant relationship

                H3: Job satisfaction and employee commitment have a significant relationship.

Figure 01: Research Model

3. MATERIALS AND METHODS

This study’s population is drawn from managerial-level employees of Bangladesh textile mills, with a total accessible population of N=520. The sample size is N=30, and the technique of simple random sampling is used. Google Forms was used to collect data. The reliability and validity of variables are shown in Table 1 below.

Table 01: Reliability

Table 02: Validity

Table 03: Discriminant Validity Table

Table 04: Discriminant Validity Table

4. RESULTS AND DISCUSSION

The construct exhibits the correlation between the structures and the indicator variables. The first element of the construct is the analysis of the reliability, which contains the composite reliability. The benchmark limit of the composite reliability is 0.70 as per. Therefore, the underlying construct holds the composite reliability [21]. The convergent validity is the second element; the measure of convergent validity is Average Variance Extracted (AVE), for which the benchmark limit value is 0.50, so the structures achieved convergent validity. The element applied to assess the constructs’ variate validity is Heterotrait Monotrait (HTMT) Ratio [22]. It has specified to verify the discriminant validity, the highly traditional verge values of the HTMT ratio are less than or equal to 0.90. In this research analysis, the value of Job Satisfaction is more significant than 0.90; therefore, discriminant validity is not achieved [23].

Figure 02: SmartPLS Model

The result of the research gives intense experimental support to the hypothesis; that employee training enhances job satisfaction. This outcome determines if an organization offers training to its employees, which positively impacts job satisfaction.

Table 05: Hypotheses Results

* Significance at 10% (1.645) p<0.10, ** Significance at 5% (1.96)- p<0.05, *** Significance at 1% (2.576) p<0.0

Because of this outcome, this study has found that employee training helps employees develop skills that empower them to execute their jobs proficiently [24]. According to the organizational perspective, learning is the execution of training and development programs and how training is presented [25], which lifts job satisfaction, enabling employees to respond in the way of enhanced commitment [26].

5. CONCLUSIONS

It was found that there is a significant correlation between employee training and employee commitment, and it was also found that employee commitment significantly moderates the relationship between employee training and employees’ happiness in their jobs. Both of these findings are significant. Given that training employees typically results in increased dedication on the part of employees towards their jobs, this theory makes sense given those circumstances. One of the most important roles that job satisfaction plays, according to the findings of this research project, is that of a constructive mediator between employee training and commitment. This is one of the most important roles that job satisfaction plays. The findings of the study offer substantial empirical support for the hypothesis, which states that increasing an employee’s overall level of job satisfaction can be accomplished by providing them with additional training opportunities. This outcome determines whether or not an organisation offers training to their employees, which is beneficial to employee satisfaction with their jobs and can be a determining factor in whether or not an organisation offers training. The construct demonstrates that there is a correlation between the indicator variables and the structures by providing evidence of this correlation. The first part of the construct is an analysis of the reliability, which should also include an assessment of the reliability as a whole. The source states that a limit of 0.70 should be used as a benchmark for composite reliability. The underlying construct is therefore accountable for the composite reliability as a result of this. The second part of the validity analysis is the convergent validity, and the Average Variance Extracted (AVE) is the measure that is used to evaluate the convergent validity. Because 0.50 is the benchmark limit value for the AVE, this indicates that the structures were successful in achieving convergent validity. Convergent validity is a measure of how well two or more structures agree with one another. The component known as the Heterotrait Monotrait (HTMT) Ratio is the one that is utilised in the process of determining the variable validity of the constructs. For the purpose of determining whether or not the discriminant is valid, it has been stipulated that the highly traditional verge values of the HTMT ratio must be lower than or equal to 0.90. The discriminant validity of this research analysis has not been achieved because the value of Job Satisfaction is significantly higher than 0.90. The findings demonstrate that employee training and commitment are the “mediators” of the connection between job satisfaction and job performance. This is a significant new piece of information that contributes significantly to the existing body of research. Previous research on employee training has looked into the relationship between employee training and worker loyalty. These studies looked into the connection between employee training and worker loyalty. This study examines the relationship between training and loyalty in the workplace by examining the moderating effect of job satisfaction. This eliminates a significant gap in knowledge that had not been explored in the past.

6. LIMITATIONS & PRACTICAL IMPLICATIONS

This research has been carried out effectively by adhering to the research model throughout the process. Nevertheless, this study has a few limitations, the most significant of which is that the respondents are all managerial level employees working in Bangladesh textile mills. If data is collected from all executive-level employees of Bangladesh textile mills, it is possible that our data values will be able to be more focused and easily readable as a result. This study provides conclusive evidence that a correlation exists between employee training and employee commitment, with job satisfaction serving as a moderating influence. It is possible for the HR managers to use the findings of this research as fundamental data in order to formulate a policy regarding employee training. The study has the potential to make a contribution to the development of Human Behaviour at the textile mills in Bangladesh, particularly in the area of Human Resources. This research can also be used as an experimental reference in the decision-making strategy to enhance employees’ commitment through organisations’ employee training courses. This is a supplement to the previous finding that this research can be used. As a result, the work that was done on the research can also serve as a reference book for future researchers, particularly people working in the education sector. This research is the typical forerunner in broadening the argument about employees’ commitment to include the education sector. It lends credence to the experimental evidence that suggests training has a significant impact on employees’ commitment to their work in the education sector in Lahore, Pakistan. In addition, the study discovered that having a job that one enjoys helps to transform the impact that employees’ training has on employee commitment in the education sector in the province of Punjab.

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