The Role of Top Management Commitment, Employee Involvement, and Training and Development on Employee Performance: Evidence from the Banking Sector of an Emerging Economy

Abstract

This study aims to examine the role of top management commitment, employee involvement, and training and development in determining employee performance for banks operating in developing countries. The study adopted a quantitative approach and a portion of the TQM framework to collect empirical data from 463 bank employees using a cross-sectional survey technique. Utilizing a structural equation model, the researchers examined both the measurement and structural model using SmartPLS 4. Upon validating the data, the researchers tested the hypotheses. The analysis revealed that top management commitment, training and development, and employee involvement can influence employee performance. In addition, employee involvement can affect top management commitment and training and development initiatives. Training and development and top management commitment can mediate the seminal relationship between employee involvement and performance. The limitation of this study includes applying the self-reporting survey technique and only quantitative methodology. Additionally, the researchers collected data from only one developing country, which may reduce the generalizability of the findings. Regardless, the findings can provide valuable insight to both managers and researchers in comprehending the mentioned intrinsic determinants of employee performance for the banking sector of emerging economies.