The study identifies the need for effective workforce

The gap

Evidence profile

Sourced from the future-work section and limitations and recommendations and stated research gap of the source papers, classified as general, spanning 5 journals.

Supporting evidence — 8 representative gaps

• The Effect Of Performance-Based Training (PBK) and Work Environment on Employee Competency Through Emotional Intelligencefor Distribution Employees Of PT PLN (Persero) UID North Sumatera (2026) · Equivalent : Journal of Economic, Accounting and Management · doi

  Future studies should investigate the influence of Performance-Based Training and Work Environment on Employee Competence in different contexts. Future studies should examine the role of other variables in mediating the relationship between Performance-Based Training and Work Environment on Employee Competence.

  generalfuture-work section
  Keywords: future studies investigate influence performance-based training work environment
• Impact of Training and Development on Employee Performance Among Business Development Executives (Bdes) (2026) · International Journal of Science, Strategic Management and Technology · doi

  • The study was limited to a single organisational environment and a sample size of 100 employees. • The research focused only on Business Development Executives (BDEs), which may limit the generalisation of the findings to other employee categories. • The cross-sectional research design restricted the evaluation of long-term impacts of training and development programmes on employee performance. • Employee responses were based on personal opinions and perceptions, which may contain minor response bias. • Future studies involving multiple organisations and larger sample sizes may provide broader and more generalisable research findings. 12. RECOMMENDATIONS • Organisations should implement regular and structured training and development programmes to improve employee skills, productivity, and overall work performance. • Periodic evaluation of training effectiveness should be conducted to identify employee learning needs and improve training quality. • Companies should provide communication, sales, and customer relationship management training to enhance the performance of Business Development Executives (BDEs). • Organisations should encourage continuous learning and professional development practices to improve employee motivation, confidence, and job satisfaction. • Management should adopt employee-focused development strategies to create a skilled, adaptable, and highperforming workforce capable of supporting organisational growth and business success. 13. CONCLUSION Training and development play an important role in improving employee performance and organisational effectiveness. The findings of the study indicate that structured training programmes positively influence the skills, productivity, communication ability, and overall work performance of Business Development Executives (BDEs). Effective training and development practices also contribute to employee motivation, confidence, job satisfaction, and professional growth. Organisations that invest in continuous learning and employee development programmes can achieve better workforce performance and improved business outcomes. Training initiatives help employees adapt to changing business environments and enhance their ability to achieve organisational goals effectively. The study concludes that training and development are essential strategic tools for improving employee performance and supporting organisational growth. Future research may focus on advanced training methods, digital learning platforms, and comparative studies across multiple industries to gain broader insights into employee development and performance improvement. © Author(s). This work is peer-reviewed, openly published, and permanently archived This article is openly accessible and reusable with proper attribution.

  generallimitationsevidence 5/5
  Keywords: development employee training performance business organisational programmes organisations learning executives bdes improve growth sample employees
• Impact of Training and Development on Employee Performance Among Business Development Executives (Bdes) (2026) · International Journal of Science, Strategic Management and Technology · doi

  • Organisations should implement regular and structured training and development programmes to improve employee skills, productivity, and overall work performance. • Periodic evaluation of training effectiveness should be conducted to identify employee learning needs and improve training quality. • Companies should provide communication, sales, and customer relationship management training to enhance the performance of Business Development Executives (BDEs). • Organisations should encourage continuous learning and professional development practices to improve employee motivation, confidence, and job satisfaction. • Management should adopt employee-focused development strategies to create a skilled, adaptable, and highperforming workforce capable of supporting organisational growth and business success. 13. CONCLUSION Training and development play an important role in improving employee performance and organisational effectiveness. The findings of the study indicate that structured training programmes positively influence the skills, productivity, communication ability, and overall work performance of Business Development Executives (BDEs). Effective training and development practices also contribute to employee motivation, confidence, job satisfaction, and professional growth. Organisations that invest in continuous learning and employee development programmes can achieve better workforce performance and improved business outcomes. Training initiatives help employees adapt to changing business environments and enhance their ability to achieve organisational goals effectively. The study concludes that training and development are essential strategic tools for improving employee performance and supporting organisational growth. Future research may focus on advanced training methods, digital learning platforms, and comparative studies across multiple industries to gain broader insights into employee development and performance improvement. © Author(s). This work is peer-reviewed, openly published, and permanently archived This article is openly accessible and reusable with proper attribution. https://ijsmt.org/, Email: [email protected] 5 International Journal of Science, Strategic Management and Technology Volume 02 Issue 05 May-2026 | ISSN: 3108-1762 (Online) | Impact Factor: 3.8 An International, Peer-Reviewed, Open Access Scholarly Journal Indexed in recognized academic databases REFERENCES 1. Kannappa, R., & Bharathi, S. (2020). Investigating the impact of green HRM practices on employee engagement and job satisfaction. International Journal of Management, 11, 1939 2. Gupta, N., & Sharma, R. (2022).

  generalrecommendationsevidence 5/5
  Keywords: training development employee performance business learning management organisational organisations programmes improve practices satisfaction growth international
• UNDERSTANDING HOW TRAINING AND DEVELOPMENT INFLUENCE EMPLOYEE RETENTION: THE MEDIATING ROLES OF ORGANIZATIONAL CULTURE AND SATISFACTION (2026) · BUSINESS EXCELLENCE AND MANAGEMENT · doi

  The study identifies a gap in the literature regarding the relationship between training and development and employee retention. The study highlights the need to examine the factors that influence employee retention. The study suggests that the relationship between training and development and employee retention is complex and influenced by various factors.

  generalstated research gapevidence 5/5
  Keywords: study identifies gap literature regarding relationship between training
• UNDERSTANDING HOW TRAINING AND DEVELOPMENT INFLUENCE EMPLOYEE RETENTION: THE MEDIATING ROLES OF ORGANIZATIONAL CULTURE AND SATISFACTION (2026) · BUSINESS EXCELLENCE AND MANAGEMENT · doi

  Future studies can examine the effects of other factors that may influence the relationship between training and development and employee retention. Future studies can use a larger sample size and a more representative sample. Future studies can examine the relationship between training and development and employee retention in different contexts.

  generalfuture-work sectionevidence 5/5
  Keywords: future studies examine effects other factors influence relationship
• Pengaruh Pelatihan dan Pengembangan SDM Terhadap Kinerja Pegawai di Dinas Penanaman Modal dan Pelayanan Terpadu Satu Pintu Provinsi Lampung (2026) · Jurnal EMT KITA · doi

  Future research can analyze the effect of other factors on employee performance. The study's findings can be applied to other organizations to improve their employee performance. Further research can investigate the long-term effects of training and human resource development on employee performance.

  generalfuture-work sectionevidence 5/5
  Keywords: future research analyze effect other factors employee performance
• A Study on Effectiveness of Training and Development on New Fresh Company, at Dindigul (2026) · Journal of Management and Science · doi

  The study identifies the need for effective workforce management, productivity, quality standards, and employee satisfaction to achieve sustainable growth. The study highlights the importance of continuous training and development practices for employee growth and long-term organizational success.

  generalstated research gapevidence 5/5
  Keywords: study identifies need effective workforce management productivity quality
• A Study on Effectiveness of Training and Development on New Fresh Company, at Dindigul (2026) · Journal of Management and Science · doi

  Further studies can be conducted to explore the impact of training and development practices on employee performance and organizational efficiency in other organizations. Future research can focus on identifying the most effective training methods and strategies for improving employee competency and overall organizational efficiency.

  generalfuture-work sectionevidence 5/5
  Keywords: further studies conducted explore impact training development practices

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