Vol. 2 No. 04 (2023)

238-249

1. INTRODUCTION

Employees are a company’s greatest asset—or its greatest liability—due to the fact that they have the ability to influence both the public’s perception of the company and its financial performance. This makes employees a company’s greatest asset—or its greatest liability. Some of the many factors that can influence the performance of an employee include the company’s policies, professional development programmes, the working environment, and the relationship that exists between an employee and their employer [1]. One of the many ways that the performance of employees can be improved is by increasing employee engagement. This can be accomplished in a variety of ways. This is significant for the following reason: successful businesses have employees who are engaged in productive work, whereas unsuccessful businesses have employees who are disengaged from productive work [2]. It has been observed that there is a positive relationship that exists between the environment in which an employee works and the level of satisfaction that employee experiences in their job. This relationship is positively correlated with job satisfaction. To phrase it another way, contented workers produce higher-quality work than their contemporaries who are dissatisfied with their employment situations. The rate of employee absences and the overall level of employee satisfaction are two metrics that can be utilised in the analysis of employee engagement. Both of these metrics can be found in the table below. The extent to which employees are invested in their work is an essential factor in determining employee productivity, not only in the textile industry but also in every other industry [3]. In the textile industry, employee productivity is directly correlated with the degree to which employees are invested in their work. In order for companies to be successful in today’s rapidly transforming commercial climate and the ever-increasingly cutthroat levels of competition, they will need to implement innovative business strategies. One of these tactics that can be utilised to accomplish the objective of achieving the highest possible level of performance [4] is the active participation of the workforce. Participating in activities geared towards professional development can be beneficial to both an individual’s and a group’s level of efficiency. Because of the opportunities for professional development that are provided, workers are able to increase their awareness of the development of technology, the fundamental principles upheld by the organisation, and their own work experiences. Growth in both one’s personal life and one’s professional life are both influenced, albeit in different ways, by perfectionism, capability, and productivity [5]. When it comes to a company’s success, the employees are the single most important factor. It is not an easy task to effectively manage human resources in order to achieve maximum productivity from one’s workforce. It is evident in the workers’ level of productivity when they take pleasure in the work that they do [6]. Researchers in Bangladesh inquired into the level of dedication that workers had to their careers as well as the level of contentment that workers felt with their jobs. It’s possible that managers’ propensity to interrupt workers’ work is to blame for employees’ feelings of dissatisfaction with their jobs. Employees will only be of any use to an organisation [7] if they are given the opportunity to advance in their careers and if the organisation itself provides such opportunities. It has been observed that there is not enough of a focus placed on professional development activities [8]. This is despite the fact that businesses will need to become more effective in their management of human resources in this competitive and technologically modern era. Work that is not up to par and a reduction in overall productivity can be attributed to a failure to pay attention to professional development [9]. Alterations to the working environment as a result of alterations to technology, innovation, pricing, and competition; alterations are on the way in every sector, including the textile sector of Bangladesh. These shifts necessitated the implementation of a method of professional development that had been meticulously planned in order to adequately prepare employees to meet forthcoming challenges and boost overall employee productivity [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 Bangladesh. Motivation theory gives a perception of factors that motivate individuals or groups, the achievement of organizational goals, and employee satisfaction.

2. LITERATURE REVIEW

Employee engagement and satisfaction with one’s career can both be significantly improved through participation in professional development opportunities. Employees benefit from professional development because it enhances their skills and makes them feel more satisfied in their jobs, which in turn boosts their morale and increases their level of productivity, which is beneficial to the success of an organisation [15]. In this advanced and competitive environment, the only way for organisations to survive is for their human resource management practises 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 organisation will face in the future or in the near future. In other words, the only way for organisations to thrive is for their human resource management practises to improve their employees’ ability to meet the challenges that the organisation will face in the future or in the near future. Employee engagement is an essential component for the achievement of performance goals, and it plays a role in the fulfilment that employees derive from their work [16]. The application of a systematic strategy to the employees’ growth, also known as “professional development,” can result in an increase in the value of those employees. Professional development is a process that has been standardised, and the opportunities for learning and growth that it provides can be beneficial to individuals, groups, and even entire organisations. Research has shown that training plays a moderating role in the process of increasing both the overall quality of an organization’s products and services as well as the level of technical expertise possessed by its workforce [17]. A continuous development plan is required for the success of the organisation in order to improve the working behaviour and skills that enhance the performance of the employees. This is done in order to improve the overall performance of the organisation. The development of the staff is dependent on the implementation of this plan. It has been demonstrated that organisations can benefit from development plans because they lead to an increase in the skills and competence of their employees, which in turn improves morale and performance [18]. As a consequence of development, there has been a reduction in the proportion of employees who leave their jobs. Absenteeism among workers can be reduced by offering them opportunities for advancement, which also boosts employee 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]. A reward system, professional development opportunities, well-designed jobs, and effective performance management can all help boost employee engagement. The engagement of staff members has the potential to improve the relationship between management and staff. The level of employee engagement has a positive influence on the satisfaction one derives from their career [28]. On the other hand, an investigation was also conducted into a negative relationship between these variables. Employee engagement can be increased by using best and most effective practises in human resource management [29]. Employee satisfaction can be increased through increased employee enjoyment. According to the findings of one study, factors such as career determination, equal opportunities, organisational behaviour, wages, and benefits all have a significant impact on employee engagement. Employees are more purposeful and interested in their positions and career growth, and employers are closer to their employees as a result of the development process [30]. Employees who have a greater awareness of the tools they use and the degree to which their work is essential have more strength and power to face challenging situations, and they are also less likely to have the intention to quit [31]. The theory of motivation provides an understanding of the factors that motivate individuals or groups, the accomplishment of organisational goals, and the satisfaction of employees.

                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

In this particular study, a quantitative approach was taken, along with a cross-sectional research design. In order to collect the necessary information, a questionnaire was given to a total of N=98 people who were employed in the textile industry. In order to compile the important information required for this investigation, a well-structured questionnaire was utilised [32]. This questionnaire was developed based on the findings of previous research, and online questionnaires are being used to collect data from participants. This study makes use of three different kinds of variables: dependent variables, independent variables, and mediating variables [33]. Primary data were gathered over the course of a period of four months using a questionnaire based on a 5-point Likert scale, with the consent of respondents and while ensuring their confidentiality [34]. The data were collected with the help of a Likert scale. An investigation into the variables was carried out with the assistance of Smart PLS, and descriptive and inferential statistical methods were utilised for the purpose of conducting correlation and regression analysis.

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

It is possible for an individual’s level of career satisfaction as well as their level of employee engagement to be significantly influenced by their participation in professional development opportunities. Increased job satisfaction leads to higher morale and increased productivity among workers, both of which are beneficial to the overall success of an organisation. Employees whose skills are improved through professional development also report higher levels of job satisfaction. Job satisfaction is beneficial to the success of an organisation because it is beneficial to the overall success of workers. This in turn makes job satisfaction beneficial to the success of the organisation. In this advanced and competitive environment, the only way for organisations to survive is for their human resource management practises 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 organisation will face in the future or in the near future. In other words, the only way for organisations to thrive is for their human resource management practises to be so effective that they improve the skills and capabilities of their employees. To put it another way, the only way for businesses to be successful is for their practises regarding the management of their human resources to be so effective that they help their employees improve their skills and capabilities. To phrase this another way, the only way for an organisation to be successful is for its human resource management practises to improve the capability of its employees to meet the challenges that the organisation will face in the future or in the not too distant future. This is the only way that an organisation can achieve success. Employee engagement is a factor that contributes to the sense of fulfilment that workers derive from their work, and it is an essential component for the achievement of performance goals. In addition, employee engagement is a factor that contributes to the sense of fulfilment that workers derive from their work. Because there is a correlation between these two aspects that is both positive and statistically significant, professional growth has a significant bearing on the level of engagement that is displayed by the workforce of an organisation. This is evidenced by the fact that the value of t=16.588 is greater than 1.96 and the value of p=0.000 is lower than 0.05. A positive and significant relationship between employee engagement and career satisfaction exists, as shown by the statistics t=2.013 (>1.96) and p=0.045 (0.05), respectively. This relationship exists between employee engagement and career satisfaction. This connection has a beneficial effect on both of the variables being considered. The extent to which an employee is invested in their work can have an effect on how satisfied they are with their career. When viewed through the lens of employee engagement, the connection between one’s own personal growth and the sense of fulfilment one derives from their work becomes much easier to understand and appreciate. With t=2.000 (>1.96) and p=0.046 (0.05), respectively, the variable that represents employee engagement has a positive and statistically significant effect as a mediator between the relationship between professional development and career satisfaction. This effect can be seen in the connection that exists between professional growth and contentment with one’s career. Development of one’s professional skills is of the utmost importance because of the important part that employee engagement plays in the overall sense of fulfilment that one derives from their chosen career path. According to the findings, a person’s level of satisfaction with their career does not have a direct bearing on their professional development. However, according to the findings, professional development does have a weak but positive relationship with a person’s level of satisfaction with their career. The connection between the professional development of employees and their level of engagement in their work is not only a significant one but also a connection that has a positive connotation. The extent to which workers are engaged in their jobs can be significantly impacted by the opportunities they have for professional development. This study is unique in comparison to others that have been carried out in the past due to the fact that a large number of studies have been carried out in the past to investigate the myriad of aspects that comprise employee engagement and job satisfaction. Despite this, the primary focus of this study is on the impact that employee engagement has on the degree to which workers are satisfied with their careers. This relationship has a positive and significant impact on job satisfaction as a whole and is one that is affected by employee engagement. Satisfied workers are more likely to be engaged workers, and engaged workers are more likely to be satisfied in their jobs. Studies have shown that there is a significant influence that professional development has on career satisfaction when that influence is mediated by employee engagement. When it is mediated by employee engagement, professional development does have a significant influence on career satisfaction, despite the fact that it does not have an immediate bearing on one’s level of job fulfilment. The findings of this study offer management of organisations some recommendations with the intention of encouraging and increasing high employee engagement in a manner that is more active, better, and innovative. The goal of these recommendations is to encourage and increase high employee engagement. It is necessary to provide incentives for positive behaviour among the staff members in order for the organisation to be able to accomplish the goals that it has set for itself. A higher level of employee engagement will, in turn, result in higher levels of career satisfaction for workers, as well as higher levels of morale and a greater passion for work among workers. Each of these results will, individually and collectively, contribute to an increase in productivity and be beneficial for organisations.

6. LIMITATIONS & PRACTICAL IMPLICATIONS

This study will be of tremendous assistance to organisations and decision-makers who are concentrating on increasing employee satisfaction in the textile industry and other industries as well through professional development in order for workers in those industries to flourish in their work activities and contribute to the growth of the nation. This research is beneficial not only for the academic community but also for researchers who are conducting literature reviews because it will be of assistance to them. In spite of the fact that this study focused exclusively on the textile industry in Bangladesh, it still manages to have a number of significant repercussions. Additionally, data can be collected from a wide variety of other industries and locations all over the country of Bangladesh. Due to the limited amount of time at our disposal, we were unable to collect adequate data for this investigation.

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