The impact of training and development on job satisfaction and organizational effectiveness in nepalese commercial bank

Abstract

This study analyzes how training and development programs influence job satisfaction and organizational performance in Nepalese commercial banks. It explores the contribution of various modes of training: coaching, formal education, and job training in furthering the motivation of employees and institutional performance. The research draws upon a conceptual framework that triangulates training programs to organizational performance, its argumentation being that well-conceived programs are the driving force behind individual and collective success in banking. With an ex post facto causal-comparative design, data were collected through structured questionnaires that were completed by 154 bank employees in Nepal. Convenience sampling was employed due to the time and resource constraints. The findings, using descriptive statistics, correlation, and regression conducted in SPSS and Excel, indicate that coaching was the strongest predictor of organizational effectiveness and job satisfaction, with on-the-job training having an impact on performance but less so on satisfaction. Mentoring and workshops, however, had minimal influence, indicating inconsistencies as to how they were conducted and relevant they were to employees. The study concludes that investment in effective training methods, specifically coaching and formal training, leads to increased workforce motivation and organizational performance. It highlights coordination of training strategies with job roles and staff expectations while rationalizing secondary measures such as mentoring and job rotation. These findings are of great benefit to HR policy in banking and open the door for future research into the long-term consequences of training methods within various institutions and regions. Keywords: Training and Development, Job Satisfaction, Organizational Effectiveness, Coaching, Nepalese Commercial Banks