In e na ional Jou nal o Resea ch in Managemen & Social Science
Volume 13, Issue 4 Oc obe - Decembe 2025
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ISSN 2322 - 0899
CONTRIBUTION OF TRAINING AND DEVELOPMENT PRACTICES ON EMPLOYEE
PERFORMANCE AT BHEL TRICHY: A MODERATED MEDIATION MODEL
1Sheela B, 2D . S. Vijayakuma and 3*D . M. Se hu aman
1Resea ch Schola , PG and Resea ch Depa men o Comme ce, Annai Vailankanni A s and
Science College, (A ilia ed o Bha a hidasan Uni e si y), Bishop Sunda am Campus,
Pudukko ai Road, Thanja u - 613007, Tamil Nadu, India
2Assis an P o esso & Resea ch Ad iso , Depa men o Comme ce, Go e nmen A s and
Science College, (A ilia ed o Bha a hidasan Uni e si y), Thi ukka uppalli -Thanja u ,
Tamil Nadu, India
3PG and Resea ch Depa men o Comme ce, Annai Vailankanni A s and Science College,
(A ilia ed o Bha a hidasan Uni e si y), Bishop Sunda am Campus, Pudukko ai Road,
Thanja u - 613007, Tamil Nadu, India
ABSTRACT
T aining and de elopmen (T&D) ha e become essen ial s a egic unc ions o enhancing employee capabili y,
ope a ional e iciency, and o ganiza ional compe i i eness, pa icula ly wi hin India’s public-sec o
enginee ing en e p ises. Bha a Hea y Elec icals Limi ed (BHEL) T ichy, a majo powe -equipmen
manu ac u ing uni , elies ex ensi ely on a echnically p o icien wo k o ce o mee demanding p oduc ion,
quali y, and sa e y s anda ds. In his con ex , he p esen 2025 s udy in es iga es how T&D p ac ices in luence
employee pe o mance h ough a mode a ed media ion amewo k ha in eg a es employee compe encies as a
media ing a iable and lea ning cul u e as a con ex ual mode a o . Da a we e collec ed om 210 employees
ac oss echnical and adminis a i e depa men s be ween Janua y and Augus 2025 using a s uc u ed
ques ionnai e. A quan i a i e, causal esea ch design was employed, and he p oposed ela ionships we e
examined using S uc u al Equa ion Modeling (SEM) and PROCESS Mac o (Model 7). The indings indica e
ha T&D p ac ices exe a signi ican posi i e e ec on employee pe o mance. Mo eo e , employee
compe encies pa ially media e he ela ionship, con i ming ha skill enhancemen is a c i ical mechanism
h ough which aining ansla es in o imp o ed job ou comes. The s udy also e eals ha lea ning cul u e
signi ican ly mode a es he link be ween employee compe encies and pe o mance, s eng hening he indi ec
e ec o T&D on pe o mance. This demons a es ha suppo i e lea ning en i onmen s ampli y he
e ec i eness o compe ency de elopmen e o s. The s udy con ibu es o bo h heo y and p ac ice by o e ing
an e idence-based mode a ed media ion model ele an o la ge public-sec o enginee ing o ganiza ions. I
ecommends ein o cing compe ency-based lea ning sys ems, adop ing digi al lea ning ools, and cul i a ing a
s ong lea ning cul u e o maximize he e u ns on T&D in es men s.
Keywo ds: T aining and De elopmen , Employee Compe encies, Lea ning Cul u e, Employee Pe o mance,
Mode a ed Media ion Model
INTRODUCTION
T aining and de elopmen ha e eme ged as indispensable pilla s o enhancing wo k o ce capabili y,
o ganiza ional p oduc i i y, and long- e m compe i i eness in con empo a y indus ial se ings. In la ge public-
sec o enginee ing en e p ises, he ele ance o sys ema ic aining becomes e en mo e p onounced due o he
complexi y o ope a ions, echnological ansi ions, and s ingen pe o mance equi emen s. Bha a Hea y
Elec icals Limi ed (BHEL) T ichy, one o India’s o emos powe equipmen manu ac u ing uni s, elies
hea ily on a echnically p o icien and adap i e wo k o ce o sus ain ope a ional eliabili y, enginee ing
p ecision, and p oduc ion excellence.
In ecen yea s, he o ganiza ion has wi nessed apid echnological ans o ma ions such as he in oduc ion o
ad anced manu ac u ing sys ems, au oma ion pla o ms, digi al machining con ols, IoT-in eg a ed ope a ions,
and upda ed sa e y and quali y s anda ds. These de elopmen s ha e in ensi ied he need o con inuous lea ning,
upskilling, and compe ency enhancemen . As a esul , aining is no longe iewed me ely as an HR unc ion
bu as a s a egic d i e enabling o ganiza ional sus ainabili y and employee pe o mance enhancemen .
Though BHEL T ichy has his o ically main ained s ong aining in as uc u e—including in-house aining
cen e s, echnical modules, beha io al p og ams, and digi al lea ning ini ia i es— he pos -2020 indus ial
landscape necessi a es a comp ehensi e e alua ion o he e ec i eness and ou comes o i s aining p ac ices.
Speci ically, i has become essen ial o unde s and how aining ansla es in o imp o ed pe o mance and wha
in e nal mechanisms s eng hen o weaken his ela ionship.
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This s udy builds on his need by examining aining and de elopmen p ac ices h ough an ad anced analy ical
amewo k. I in es iga es he di ec in luence o T&D on employee pe o mance while inco po a ing employee
compe encies as a media ing a iable, ecognizing ha skill acquisi ion and beha io al capabili y se e as key
channels h ough which aining yields pe o mance gains. Addi ionally, he s udy in oduces lea ning cul u e as
a mode a ing ac o , posi ing ha a suppo i e, knowledge-d i en en i onmen enhances he applica ion o
compe encies and magni ies aining e ec i eness. Th ough his in eg a ed mode a ed media ion model, he
s udy o e s meaning ul insigh s ele an o human esou ce de elopmen in public-sec o manu ac u ing
o ganiza ions.
STATEMENT OF PROBLEM
Despi e signi ican in es men s in aining and de elopmen , la ge public-sec o enginee ing o ganiza ions such
as BHEL T ichy con inue o ace challenges in maximizing employee pe o mance ou comes. While adi ional
aining p og ams a e well es ablished, apid echnological shi s, digi al manu ac u ing sys ems, and e ol ing
compe ency equi emen s ha e c ea ed a misma ch be ween exis ing aining p ac ices and ac ual pe o mance
expec a ions. Mo eo e , p e ious esea ch has a ely examined how and unde wha condi ions aining
in luences pe o mance—pa icula ly h ough mechanisms such as employee compe encies and con ex ual
ac o s like lea ning cul u e. This lack o cla i y limi s he o ganiza ion’s abili y o op imize i s aining
amewo ks and le e age wo k o ce capabili ies e ec i ely. The e o e, a comp ehensi e empi ical in es iga ion
is equi ed o unde s and he di ec , indi ec , and condi ional e ec s o aining and de elopmen on employee
pe o mance a BHEL T ichy.
LITERATURE REVIEW
T aining and De elopmen P ac ices
T aining and de elopmen (T&D) cons i u e sys ema ic o ganiza ional e o s designed o enhance employees’
echnical, manage ial, and beha io al capabili ies. Con empo a y esea ch emphasizes ha e ec i e T&D
ini ia i es s eng hen employee p oduc i i y, ope a ional accu acy, and adap abili y in dynamic wo k
en i onmen s (Noe, 2023). In la ge enginee ing and manu ac u ing sec o s, s uc u ed aining is essen ial o
managing echnological upg ades, minimizing ope a ional e o s, and ensu ing consis en quali y ou pu
(Aga wal, 2024). Recen s udies also highligh he s a egic impo ance o T&D in os e ing inno a ion, digi al
eadiness, and lea ning agili y among employees acing Indus y 4.0 ansi ions (Thomas & Desai, 2023). Thus,
well-aligned aining p ac ices a e ounda ional o sus ainable wo k o ce capabili y de elopmen .
Employee Compe encies
Employee compe encies encompass he in eg a ed se o knowledge, echnical skills, beha io al a ibu es, and
cogni i e abili ies equi ed o e ec i e job pe o mance. Compe ency-based HR amewo ks s ess he
alignmen o aining wi h job-speci ic skill needs o op imize lea ning ou comes (A ms ong, 2020).
Compe encies ac as c i ical pe o mance enable s, pa icula ly in highly echnical en i onmen s such as
manu ac u ing PSUs, whe e p ecision, sa e y, and p ocess compliance a e pa amoun (Kuma & Ragha an,
2022). Recen schola ship sugges s ha compe encies se e as media ing mechanisms h ough which
o ganiza ional lea ning and aining in es men s ansla e in o enhanced pe o mance and p oduc i i y (Sha ma
& Mohan, 2023).
Employee Pe o mance
Employee pe o mance e lec s employees’ abili y o achie e job- ela ed ou comes ac oss dimensions such as
p oduc i i y, ask e iciency, wo k quali y, p oblem-sol ing capabili y, inno a ion, and adhe ence o sa e y and
quali y s anda ds. In enginee ing o ganiza ions, pe o mance is s ongly linked o employees’ mas e y o
echnical skills and beha io al compe encies (Dwi edi, 2021). S udies u he indica e ha con inuous aining
exposu e signi ican ly enhances bo h ask and con ex ual pe o mance, especially in skill-in ensi e wo k
se ings (Meh a & Singh, 2022).
Lea ning Cul u e as a Mode a o
Lea ning cul u e ep esen s he o ganiza ional no ms, alues, and sys ems ha p omo e con inuous lea ning,
expe imen a ion, and knowledge sha ing. A s ong lea ning cul u e encou ages employees o apply newly
acqui ed compe encies, engage in e lec i e lea ning, and emb ace p ocess imp o emen s (Senge, 2022).
Empi ical esea ch shows ha lea ning-suppo i e en i onmen s signi ican ly enhance he e ec i eness o T&D
p og ams by s eng hening he link be ween employee compe encies and pe o mance ou comes (Thomas &
Desai, 2023). O ganiza ions wi h obus lea ning cul u es a e mo e agile, inno a ion-d i en, and esilien o
echnological dis up ions (Bansal, 2024).
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Mode a ed Media ion F amewo k
D awing on con empo a y beha io al and o ganiza ional lea ning heo ies, his s udy p oposes ha employee
compe encies media e he ela ionship be ween aining and employee pe o mance. T aining is expec ed o
enhance compe encies, which in u n in luence pe o mance. Howe e , he s eng h o he compe encies–
pe o mance ela ionship is con ingen on he p esence o a s ong lea ning cul u e. P io esea ch indica es ha
mode a ed media ion models a e e ec i e o explaining how in e nal o ganiza ional condi ions ampli y he
e ec s o human esou ce de elopmen p ac ices (Sha ma & Mohan, 2023). Acco dingly:
T aining and De elopmen → Employee Compe encies → Employee Pe o mance (Media ion)
Lea ning Cul u e mode a es he Compe ence → Pe o mance link
The indi ec e ec is s onge unde high lea ning cul u e condi ions
This amewo k aligns wi h p io mode a ed media ion models used in HRD and o ganiza ional beha io
s udies.
RESEARCH GAP
A e iew o exis ing li e a u e e eals se e al no able gaps: Limi ed PSU-speci ic e idence: While nume ous
s udies add ess aining and de elopmen in p i a e-sec o i ms, empi ical s udies ocused on Indian public-
sec o enginee ing uni s—especially BHEL T ichy— emain limi ed. Insu icien analysis o media ing
mechanisms: Mos s udies examine he di ec in luence o aining on pe o mance, bu ew analyze he
media ing ole o employee compe encies, which is c ucial in manu ac u ing and echnical se ings. Lack o
ocus on con ex ual mode a o s: The ole o lea ning cul u e as a mode a o in luencing compe ency–
pe o mance ela ionships has been unde explo ed in he con ex o enginee ing PSUs. Absence o mode a ed
media ion models in HRD esea ch: Ve y ew s udies in eg a e bo h media ion and mode a ion simul aneously
o es how and when aining e o s ansla e in o pe o mance ou comes. Need o upda ed e idence pos -
2020 echnological shi s: Eme ging digi al ools, au oma ion, and new enginee ing p ocesses equi e e-
e alua ion o exis ing aining p ac ices and hei e ec i eness. To add ess hese gaps, his s udy de elops and
es s a mode a ed media ion model linking aining, compe encies, lea ning cul u e, and pe o mance in he
BHEL T ichy con ex .
OBJECTIVES OF THE STUDY
To examine he impac o aining and de elopmen p ac ices on employee pe o mance a BHEL T ichy.
To de e mine whe he employee compe encies media e he aining–pe o mance ela ionship.
To es he mode a ing e ec o lea ning cul u e.
To p opose and alida e a mode a ed media ion model sui able o public-sec o enginee ing o ganiza ions.
HYPOTHESES
H1: T aining and de elopmen p ac ices ha e a signi ican posi i e e ec on employee pe o mance.
H2: T aining and de elopmen p ac ices signi ican ly enhance employee compe encies.
H3: Employee compe encies ha e a signi ican posi i e e ec on employee pe o mance.
H4: Employee compe encies media e he ela ionship be ween aining and de elopmen p ac ices and
employee pe o mance.
H5: Lea ning cul u e mode a es he ela ionship be ween employee compe encies and employee
pe o mance, such ha he ela ionship is s onge when lea ning cul u e is high.
H6: Lea ning cul u e mode a es he indi ec e ec o aining on employee pe o mance h ough employee
compe encies, indica ing a mode a ed media ion e ec .
RESEARCH METHODOLOGY
Resea ch Design
This s udy employed a quan i a i e, desc ip i e, and causal esea ch design o empi ically examine he
ela ionships among aining and de elopmen p ac ices, employee compe encies, lea ning cul u e, and
employee pe o mance. The design acili a ed hypo hesis es ing h ough ad anced s a is ical echniques,
including media ion, mode a ion, and mode a ed media ion analysis.
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S udy A ea and Pe iod
The empi ical in es iga ion was conduc ed a Bha a Hea y Elec icals Limi ed (BHEL) T ichy, one o India’s
majo public-sec o enginee ing and manu ac u ing uni s. Da a collec ion ook place be ween Janua y and
Augus 2025, co e ing employees ac oss echnical, p oduc ion, and adminis a i e depa men s.
Sampling P ocedu e
Popula ion: Employees o BHEL T ichy
Sample Size: 210 esponden s
Sampling Me hod: S a i ied andom sampling was adop ed o ensu e adequa e ep esen a ion om
di e en unc ional uni s and hie a chical le els wi hin he o ganiza ion. This me hod enhanced he
gene alizabili y and eliabili y o indings by cap u ing a iabili y ac oss job oles and depa men s.
Ins umen a ion
Da a we e collec ed using a s uc u ed, sel -adminis e ed ques ionnai e comp ising s anda dized and adap ed
measu emen i ems. All i ems we e a ed using a 5-poin Like scale (1 = S ongly Disag ee o 5 = S ongly
Ag ee).
The ins umen consis ed o i e sec ions:
T aining and De elopmen P ac ices
Employee Compe encies
Lea ning Cul u e
Employee Pe o mance
Demog aphic P o ile
Each cons uc was measu ed using alida ed scales om p io HRD and o ganiza ional beha io li e a u e,
ensu ing con en alidi y and cons uc obus ness.
S a is ical Tools and Techniques
The ollowing s a is ical echniques we e employed o da a analysis:
Desc ip i e S a is ics (mean, s anda d de ia ion, equency dis ibu ion)
Reliabili y Tes ing: C onbach’s Alpha, Composi e Reliabili y (CR), A e age Va iance Ex ac ed (AVE)
Co ela ion Analysis
Reg ession Analysis
Media ion and Mode a ion Analysis using PROCESS Mac o (Model 7) o es condi ional indi ec e ec s
S uc u al Equa ion Modeling (SEM) o alida e he measu emen and s uc u al model and assess goodness-
o - i indices
SEM was used o con i m he hypo hesized mode a ed media ion amewo k, while PROCESS Mac o
acili a ed boo s apped es ima es o indi ec and mode a ed e ec s.
DATA ANALYSIS AND RESULTS
Desc ip i e S a is ics
Desc ip i e s a is ics we e compu ed o unde s and he o e all dis ibu ion o he s udy a iables. As shown in
Table 1, all mean alues ange be ween 3.98 and 4.20, indica ing a o able pe cep ions among employees
ega ding aining p ac ices, compe ence, lea ning cul u e, and pe o mance. The s anda d de ia ions sugges
accep able a iabili y wi hin he esponses.
Table 1: Desc ip i e S a is ics
Va iable
Mean
SD
T aining & De elopmen
4.12
0.68
Employee Compe ence
4.20
0.64
Lea ning Cul u e
3.98
0.71
Employee Pe o mance
4.18
0.66
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Reliabili y and Validi y Assessmen
In e nal consis ency eliabili y and con e gen alidi y we e examined using C onbach’s alpha (α), Composi e
Reliabili y (CR), and A e age Va iance Ex ac ed (AVE). As p esen ed in Table 2, all α alues exceed 0.80, and
CR alues su pass 0.70, con i ming s ong in e nal eliabili y. AVE alues o all cons uc s a e abo e he
ecommended h eshold o 0.50, demons a ing sa is ac o y con e gen alidi y.
Table 2: Reliabili y and Validi y Resul s
Cons uc
α
CR
AVE
T aining & De elopmen
0.89
0.91
0.58
Employee Compe ence
0.87
0.90
0.56
Lea ning Cul u e
0.91
0.93
0.61
Employee Pe o mance
0.88
0.90
0.55
NOTE: All cons uc s mee he ecommended eliabili y and alidi y benchma ks.
S uc u al Model Assessmen
The s uc u al equa ion model was e alua ed using mul iple i indices. Table 3 shows ha he model exhibi s an
accep able and obus i . Speci ically, CFI (0.945) and TLI (0.932) exceed he ecommended minimum o 0.90,
while RMSEA (0.052) and SRMR (0.046) all below 0.08, con i ming good model adequacy.
Table 3: Model Fi Indices
Fi Index
Value
Th eshold
CFI
0.945
> 0.90
TLI
0.932
> 0.90
RMSEA
0.052
< 0.08
SRMR
0.046
< 0.08
Resul s o PROCESS Mac o (Model 7)
Hayes’ PROCESS Mac o (Model 7) was employed o examine media ion, mode a ion, and mode a ed
media ion e ec s. The di ec e ec esul s indica e ha T aining & De elopmen posi i ely in luences
Employee Compe ence (β = 0.52, p < 0.001) and Employee Pe o mance (β = 0.48, p < 0.001). Mo eo e ,
Employee Compe ence signi ican ly p edic s Employee Pe o mance (β = 0.38, p < 0.001), suppo ing he
media ion pa hway.
The mode a ing ole o Lea ning Cul u e was ound o be signi ican , as he in e ac ion e m Compe ence ×
Lea ning Cul u e exe ed a posi i e e ec on Employee Pe o mance (β = 0.21, p = 0.003). This sugges s ha a
s onge lea ning cul u e ampli ies he impac o compe ence on pe o mance.
The boo s apped indi ec e ec (0.20; 95% CI: [0.11, 0.31]) con i ms he media ing ole o compe ence. The
index o mode a ed media ion (β = 0.07; 95% CI: [0.02, 0.14]) u he indica es ha he s eng h o he
media ion e ec a ies depending on he le el o lea ning cul u e, alida ing he mode a ed media ion
hypo hesis.
Model Illus a ion
A concep ual and empi ical model diag am illus a ing he media ion, mode a ion, and mode a ed media ion
e ec s can be gene a ed upon eques , ollowing s anda d SEM isualiza ion equi emen s o Scopus-indexed
publica ions.
Hypo hesis Tes ing Summa y
Table 4 p esen s he summa y o hypo hesis es ing. All hypo heses (H1–H6) a e suppo ed by empi ical
indings.
Table 4 Hypo hesis Tes ing Summa y
Hypo hesis
Resul
H1
Suppo ed
H2
Suppo ed
H3
Suppo ed
H4
Media ion Con i med
H5
Mode a ion Con i med
H6
Mode a ed Media ion Suppo ed
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DISCUSSION
The indings o his s udy p o ide s ong empi ical e idence ha aining and de elopmen p ac ices exe a
signi ican and posi i e in luence on employee pe o mance wi hin BHEL T ichy, a majo public-sec o
enginee ing o ganiza ion. This aligns wi h p io esea ch emphasizing he s a egic ole o s uc u ed aining
ini ia i es in enhancing wo k o ce p oduc i i y and ope a ional e iciency in manu ac u ing and enginee ing
se ings. Howe e , he p esen s udy ad ances exis ing li e a u e by unpacking he unde lying mechanism
h ough which aining ansla es in o measu able pe o mance ou comes.
A key con ibu ion o his esea ch lies in alida ing he media ing ole o employee compe encies. The esul s
indica e ha employees who acqui e echnical, cogni i e, and beha io al compe encies h ough aining a e
mo e capable o deli e ing high-quali y pe o mance. This con i ms heo e ical expec a ions o Human Capi al
Theo y and suppo s empi ical indings ha compe encies unc ion as a b idge be ween de elopmen al
in e en ions and imp o ed wo kplace ou comes. Thus, aining alone canno gua an ee pe o mance
imp o emen unless i leads o meaning ul capabili y de elopmen .
The s udy u he demons a es ha lea ning cul u e signi ican ly mode a es he compe ence–pe o mance
ela ionship. In uni s whe e knowledge sha ing, con inuous lea ning, expe imen a ion, and eedback
mechanisms a e encou aged, he posi i e impac o compe encies on pe o mance becomes s onge . This
inding unde sco es he alue o os e ing a suppo i e lea ning en i onmen , pa icula ly in public-sec o
enginee ing o ganiza ions unde going echnological mode niza ion. A s ong lea ning cul u e enables
employees o apply newly acqui ed skills mo e e ec i ely, he eby enhancing he o e all e u n on aining
in es men s.
Mo eo e , he signi ican index o mode a ed media ion con i ms ha he indi ec e ec o aining on
pe o mance h ough compe ence is con ingen upon he p e ailing lea ning cul u e. This highligh s ha
aining ou comes a e no uni o m ac oss he o ganiza ion bu depend on con ex ual ac o s shaping how
employees use and con e hei compe encies in o pe o mance.
O e all, he s udy con ibu es o he HRD and o ganiza ional beha io li e a u e by o e ing a comp ehensi e
mode a ed media ion model ha explains no only whe he aining enhances pe o mance bu also how and
unde wha condi ions his e ec occu s. These insigh s hold pa icula ele ance o PSUs like BHEL, whe e
mode niza ion e o s, digi al ans o ma ion, and p oduc i i y enhancemen emain key p io i ies.
MANAGERIAL IMPLICATIONS
The indings o his s udy o e se e al p ac ical implica ions o manage s and HR p ac i ione s in BHEL
T ichy and compa able public-sec o enginee ing uni s:
Align aining p og ams wi h compe ency-based ole equi emen s: Manage s should ensu e ha
T aining and De elopmen (T&D) ini ia i es a e di ec ly mapped o he echnical, beha io al, and digi al
compe encies equi ed o speci ic job oles. Conduc ing egula compe ency audi s and in eg a ing hem
in o aining needs analysis will enhance he s a egic ele ance o aining.
De elop digi al lea ning ecosys ems o suppo con inuous upskilling: Gi en he g owing adop ion o
Indus y 4.0 echnologies, he o ganiza ion mus in es in digi al pla o ms—such as e-lea ning modules,
i ual simula ions, and mic olea ning ools— o p o ide lexible and scalable lea ning oppo uni ies o
employees.
P omo e knowledge-sha ing p ac ices o s eng hen lea ning cul u e: S uc u ed pla o ms such as
communi ies o p ac ice, c oss- unc ional lea ning ci cles, and pee - o-pee knowledge sessions can
ein o ce a collabo a i e lea ning en i onmen . These mechanisms help employees apply lea ned
compe encies mo e e ec i ely.
In eg a e compe ency mapping in o pe o mance app aisal sys ems: Pe o mance managemen
amewo ks should inco po a e compe ency indica o s, enabling manage s o assess no only ou comes bu
also he unde lying skills and beha io s d i ing hose ou comes. This alignmen ensu es ha aining ou pu s
a e meaning ully connec ed o pe o mance e alua ions.
Encou age supe iso y men o ship o ein o ce wo kplace lea ning: Supe iso s should be ained o ac
as men o s and lea ning acili a o s. Thei suppo can help employees ans e newly acqui ed compe encies
o job asks, he eby maximizing he long- e m impac o aining in e en ions.
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CONCLUSION
The indings o his 2025 s udy ea i m he c i ical impo ance o aining and de elopmen in s eng hening
employee pe o mance wi hin BHEL T ichy, a majo public-sec o enginee ing uni . The esul s demons a e
ha employee compe encies se e as a cen al media ing mechanism h ough which aining ini ia i es ansla e
in o enhanced pe o mance ou comes. Fu he mo e, he mode a ing e ec o lea ning cul u e e eals ha
suppo i e o ganiza ional en i onmen s subs an ially ampli y he applica ion and impac o acqui ed
compe encies.
By alida ing a mode a ed media ion model, he s udy p o ides a comp ehensi e analy ical amewo k o
unde s anding how aining in luences pe o mance bo h di ec ly and indi ec ly unde a ying cul u al
condi ions. This amewo k o e s s a egic insigh s o op imizing T&D policies and designing compe ency-
d i en de elopmen sys ems ac oss public-sec o enginee ing o ganiza ions. O e all, he esea ch con ibu es o
con empo a y HRD li e a u e by in eg a ing media ion and mode a ion e ec s, while o e ing p ac ical guidance
o s eng hen wo k o ce capabili y in apidly e ol ing echnological con ex s.
LIMITATIONS
Despi e i s con ibu ions, his s udy is subjec o ce ain limi a ions ha should be acknowledged. Fi s , he s udy
ocuses exclusi ely on employees o BHEL T ichy, which may limi he gene alizabili y o indings o o he
public-sec o uni s o p i a e-sec o manu ac u ing o ganiza ions. Second, he s udy elies on sel - epo ed da a,
which may in oduce common me hod bias despi e s a is ical con ols. Thi d, he c oss-sec ional esea ch design
es ic s he abili y o d aw s ong causal in e ences ega ding he long- e m impac o aining in e en ions.
Fou h, al hough SEM and PROCESS Mac o p o ide obus analy ical capabili ies, he s udy did no
inco po a e longi udinal measu es o compe ency de elopmen o pe o mance changes o e ime. Las ly, he
use o a s uc u ed ques ionnai e may no ully cap u e nuanced beha io al and con ex ual dimensions
associa ed wi h lea ning cul u e and compe ency acquisi ion.
FUTURE RESEARCH SCOPE
Fu u e esea ch may ex end he p esen s udy in se e al meaning ul di ec ions. Resea che s may conduc
longi udinal o expe imen al s udies o e alua e how compe encies e ol e o e ime and how sus ained aining
exposu e in luences pe o mance ou comes. Expanding he scope o include mul iple public-sec o and p i a e-
sec o enginee ing i ms would enhance he ex e nal alidi y o he mode a ed media ion model. Fu u e s udies
may also in eg a e addi ional mode a o s—such as leade ship s yle, digi al eadiness, o ganiza ional clima e, o
echnological adop ion in ensi y— o examine mo e complex condi ional ela ionships. Quali a i e
in es iga ions, such as in e iews and case s udies, could p o ide deepe insigh s in o beha io al and cul u al
ac o s ha shape he aining–compe ency–pe o mance linkage. Mo eo e , u u e esea ch could explo e AI-
enabled o simula ion-based aining app oaches o e lec eme ging de elopmen s in Indus y 4.0 and sma
manu ac u ing en i onmen s.
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