From Skill Acquisition to Organisational Commitment: The Role of Training and Development in Building High-Performance Cultures

Abstract

Training and development initiatives constitute critical mechanisms through which organisations enhance employee capabilities and, in turn, overall productivity. The present review synthesises extant scholarly and practitioner-oriented studies to clarify how structured learning interventions influence individual and collective performance outcomes. Evidence consistently demonstrates that well-designed programmes elevate technical competencies and behavioural skills, thereby enabling employees to execute tasks with greater accuracy and efficiency. Beyond the acquisition of knowledge, participation in continuous learning cultivates intrinsic motivation by signalling organisational investment in human capital, a perception that often translates into heightened job satisfaction and lower turnover intentions. Empirical findings further indicate that development opportunities reinforce affective and normative dimensions of organisational commitment, strengthening the psychological contract between employees and employers. Such attitudinal shifts are linked to discretionary behaviours, including knowledge sharing and proactive problem-solving, which collectively foster a high-performance culture. Importantly, the magnitude of these benefits depends on contextual factors such as managerial support, relevance of content to job roles, and alignment with broader strategic objectives. Consequently, organisations aiming to secure a durable competitive advantage must integrate training and development into holistic talent-management frameworks, ensuring that evaluation metrics capture both immediate learning outcomes and longer-term performance impacts. Moreover, digital delivery modes, blended formats, and microlearning modules have recently emerged as cost-effective approaches that sustain engagement and accommodate geographically dispersed workforces. By illuminating the multifaceted pathways through which learning interventions shape workplace effectiveness, this study provides practitioners with evidence-based insights for optimising programme design and resource allocation in an increasingly dynamic business landscape today.