Author: Vaishnavi More.
The impact of organizational change on employee stress and productivity.
Halkos & George ( 2012) this study States how organizational change affects employees and productivity. Data was collected from 355 employees using two-stage cluster sampling. Logistic Regression analysis was used to study the impact of change on stress and productivity. The findings show that change initially increases stress. However, when employees understand its purpose and benefits, productivity improves. Good leadership and strong employee relationships help employees feel secure. At first, when change is announced, productivity drops and job satisfaction decreases. But once the change is implemented and starts working, productivity rises, and stress levels go down.
Workplace factors influencing employee performance.
Abiddin, (2024) the study aims that in organizations, high work performance is very important, and the workplace plays a key role in shaping engineers’ behavior and attitude toward their work. In the automotive industry, where deadlines are tight and work can be stressful, a supportive environment that encourages teamwork, communication, and continuous learning helps engineers handle industry changes like autonomous vehicles and emission standards. This pilot study examines how workplace conditions affect the performance of automotive engineers in Klang Valley, Malaysia. The research focuses on 19 automotive companies and their engineering employees, using different statistical methods to analyze data. Understanding this relationship is important for companies that want to improve engineer productivity and for individuals looking to grow in a competitive field. This study aims to provide insights into workplace dynamics, helping companies develop strategies to boost employee performance, sustainability, and competitiveness in both local and global markets.
Skills application mediating the link between learning and continuous improvement.
Sisyuk (2019) focuses on the need for employee upskilling is growing rapidly due to political, social, and economic changes. However, companies often invest in training without fully understanding its impact. This study examined how applying newly learned skills mediates the relationship between learning and continuous improvement in a knowledge-intensive company. Using survey data from 3,730 employees (2015), structural equation modeling with bootstrapping confirmed that learning positively influences continuous improvement through skills application. The findings highlight that workplace learning alone is not enough—employees must actively apply their skills to drive continuous improvement in processes, products, and work methods.
Impact of training on employee skills and performance.
Cernatescu & Nicolescu & Cazacu (2021) focuses some organizations work in a stable environment, while others face rapidly changing technologies. The latter need to train and retrain employees continuously. Changes in production processes also impact growth and development, requiring both skilled employees and ongoing learning. This study aims to identify key areas where employees feel that training and professional development programs (TPDPs) have had the most impact. Based on research, the study highlights five main areas: workplace knowledge, skills, confidence at work, morale, and overall performance.
Work-life happiness influenced by demographic factors.
Sikandar & Sikandar (2023) focuses happiness is important in both life and career. Being engaged, happy, and satisfied at work improves health, leading to better productivity and performance. Psychologists see happiness as a positive emotion, and society believes that happy people achieve success through positivity. This study examines Work-Life Happiness (WLH) among non-academic staff in select Indian higher education institutions and explores whether demographic factors affect WLH. The results show that demographic factors do have a significant impact on employees’ work-life happiness and well-being in organizations.
Building learning organizations for adaptability and growth.
Aliev & Sigov (2017) focuses the need for companies to become learning organizations, especially in an unstable environment where lifelong learning is essential. It examines how companies must transform to stay competitive and the challenges they face, including the impact of unskilled workers. The study highlights key factors that improve organizational productivity and proposes a step-by-step approach for creating a learning organization. Based on expert surveys, the research outlines methods for building a self-learning company, including assessing the current state, analyzing teamwork skills, understanding employee personalities, and implementing continuous training programs.
Training and development as drivers of employee productivity and growth.
Eli, (2024) the study aimed to assess how training and development programs affect employee productivity in Mozambique. It used a desk research method, collecting data from existing studies and reports instead of conducting field research. Findings showed that well-structured training programs significantly improve both individual and organizational performance. Employees who receive regular training gain new skills, making them more efficient and effective at their jobs. Development programs also help employees grow in their careers, boosting morale and motivation while reducing turnover. Companies that invest in continuous learning have a more engaged and adaptable workforce, leading to innovation and competitiveness. The study suggests that future research can use human capital theory, social learning theory, and motivation-hygiene theory to explore this topic further. Organizations should create training programs tailored to job roles and business goals, while policymakers should promote lifelong learning by encouraging companies to invest in employee development.
Impact of continuous training on firm productivity in Germany.
Zwick & Thomas (2002) this study examines how different types of employee training impact productivity in Germany. Using data from 1997–2000, it finds that companies with more trained employees in 1997 had higher productivity in the following years. Formal internal and external courses had the biggest positive effect, while self-learning and quality circles had a smaller impact. On-the-job training, seminars, talks, and job rotation did not improve productivity. The study also found that companies with inefficient production systems use training as a strategy to improve performance.
Enhancing employee performance through training at PSO.
Acqueel & Farheen (2005) focuses the training and employee development methods at PSO, including challenges, SWOT analysis, and the training department’s role. It also presents employee opinions on these topics and how PSO implements training programs. The study highlights the importance of communication skills training to improve performance through behavioral change. Effective training should be responsive to employees’ needs and address productivity or morale issues early to keep the organization thriving. Training programs help boost motivation, solve specific concerns, and prepare future leaders by identifying and developing managerial skills. PSO ensures training programs are designed for effective learning and resource use, considering both employee and management perspectives.
Continuous learning as the key to thriving in the digital labor market.
Banescu & Titan & Manea (2023) this study focuses on the benefits of continuous learning for employees and the unemployed. Employees gain new skills to improve their performance, while the unemployed increase their chances of getting hired. The study also examines whether job type influences participation in continuous learning. In the digital economy, basic tech knowledge is crucial for job security. Those who lack digital skills risk unemployment as workplaces evolve. The study will compare digital skill levels across Europe and show that employees generally have higher ICT skills than the unemployed. The goal is to highlight how continuous learning benefits both workers and job seekers in the era of Industry 4.0.
Conclusion:
Continuous learning has a significant impact on employee productivity, job satisfaction, and overall organizational success. Studies show that employees who continuously develop their skills are better equipped to handle workplace challenges, adapt to industry changes, and contribute to innovation. Training and development programs not only enhance technical and soft skills but also boost confidence, morale, and engagement, leading to higher efficiency and performance. While change can initially increase stress, employees who understand its purpose and receive proper training experience reduced anxiety and improved job satisfaction over time. Organizations that invest in continuous learning create a highly skilled, motivated, and adaptable workforce, leading to increased productivity, competitiveness, and long-term growth. In today’s rapidly evolving digital and economic landscape, companies that prioritize employee development gain a strategic advantage by fostering a culture of learning, resilience, and continuous improvement.
References:
Halkos & George, 2012. “Importance and influence of organizational changes on companies and their employees,” MPRA Paper 36811, University Library of Munich, Germany.
Norhasni Zainal Abiddin, 2024. “The influence of workplace environment on employee work performance among automotive engineers: A preliminary study,” Edelweiss Applied Science and Technology, Learning Gate, vol. 8(5), pages 2070-2075.
Kristina Sisyuk, 2019. “Mediating Effect Of Skills Application On The Relationship Between Learning And Continuous Improvement,” Thriving on Future Education, Industry, Business and Society; Proceedings of the MakeLearn and TIIM International Conference 2019.
Elena Cristina Cernatescu & Michael Marian Nicolescu & Marian Cazacu, 2021. “Study on Employees’ Perception of the Characteristics of the Activity Improved through Training and Personal Development,” Ovidius University Annals, Economic Sciences Series, Ovidius University of Constantza, Faculty of Economic Sciences, vol. 0(2), pages 629-635, December.
Anita Sikandar & Mohd. Abdul Sikandar, 2023. “Work-life happiness among non-academic staff of institutions of higher learning: a demographic study,” World Review of Entrepreneurship, Management and Sustainable Development, Inderscience Enterprises Ltd, vol. 19(1/2), pages 91-109.
Ismail Magerramovich Aliev & Viktor Ivglafievich Sigov, 2017. “Creating a Learning Organization as an Increase in the Adaptability of a Company’s Human Capital to the Volatility of the External Environment,” European Research Studies Journal, European Research Studies Journal, vol. 0(4B), pages 57-69.
Elias Eli, 2024. “Effect of Training and Development Programs on Employee Productivity in Mozambique,” European Journal of Human Resource, AJPO, vol. 8(1), pages 33-43.
Zwick & Thomas, 2002. “Continuous Training and Firm Productivity in Germany,” ZEW Discussion Papers 02-50, ZEW – Leibniz Centre for European Economic Research.
Acqueel, Farheen, 2005. “Training and Employee Development at Pakistan State Oil,” MPRA Paper 116394, University Library of Munich, Germany, revised 25 Dec 2022.
Carmen-Elena BANESCU & Emilia TITAN & Daniela Ioana MANEA, 2023. “Continuous Learning: The Solution to Stay on Digital Labour Market,” Management and Economics Review, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 8(2), pages 237-245, June.