Enhancing Work Performance Through Human Capital Development in Engineering Industry: A Systematic Literature Review

Abstract

Objective: The study aims to identify various human capital development (HCD) techniques that contribute to the enhancement of work performance within the engineering industry, and to understand the relationship between HCD initiatives and work performance. Theoretical Framework: The defined framework serves as the foundation for assessing the impact of different human resource development approaches on the work performance of employees in the engineering business. This highlights the importance of recognizing how investments in human capital may result in enhanced organizational outcomes. Method: The method used in this study is a systematic literature review (SLR) as proposed by Shaffril et al. (2020) that consisted by three phases; (1) identification, (2) screening, and (3) eligibility. Results and Discussion: The study discovered that Human Capital Development (HCD) has a substantial impact on employee’s work performance in the engineering industry, namely through meticulously designed training initiatives that cater to both technical and soft skills. Organizations that provide resources and provide strong support for complete HCD initiatives experience enhanced work performance, heightened motivation, and more productivity. Research Implications: The study has significant implications for engineering organizations to prioritize comprehensive human capital development strategies to enhance employee work performance and maintain a competitive edge in the industry. Originality/Value: The study’s uniqueness and significance arise from its thorough examination of the effects of various Human Capital Development (HCD) strategies on work performance in the engineering industry. It offers practical insights for maximizing HCD initiatives to improve employee productivity and organizational achievements.