Employees are considered as the basic unit in all forms of organizations. Perhaps, it is
because they are tasked with the responsibility of carrying out the day to day activities that
facilitate organizations to realize their primary objectives (Mellahi and Frynas 76). The advent of
Information Technology revolutionized the manner that organizations operate because it is one
of the principal agents of change. Indeed, technological advancement usually takes place at a
comparatively high rate. As a result, the competitiveness of an organization is highly influenced
by its agility. Accordingly, it is vital for management teams to develop mechanisms that facilitate
organizations to be highly agile (Johnstone and Wilkinson 39). The companies that fail to devise
and implement such systems are likely to go out of business in a comparatively short period.
Arguably, it is because relatively high levels of competition characterize the contemporary
business environment. Notably, the work environment is one of the primary factors that
management teams should focus on when developing systems that gear towards boosting the
agility and competitiveness of the organizations they steward (Ike 90). The implementation of
that particular strategy is likely to facilitate organizations to not only attract highly talented and
proficient employees but also retain them. In effect, the organizations that operate based on a
workforce that consists of employees who exhibit such traits are likely to realize a
competitiveness edge. In this light, the core intent of this particular paper is to analyze the
concept of the work environment from a multidimensional perspective. Work environment
affects the productivity of employees as well as the performance of organizations.
The directors need to ensure that the physical environment of the organization not only
motivates the employees to report to work, but it also enables them to have a great time while
working (Yanar B, Lay and Smith 175). As a result, it is critical for an organization to ensure
that they procure the services of interior designers when design workspaces. The interior
designers should advise the management team on the nature of décor that needs to be used in
order to create a conducive physical environment for employees (Bhardwaj, Singh and Singh
51). Indeed, nearly all employees enjoy working in office spaces that have great décor. The
enthusiasm exhibited by employees who work in such office spaces is usually incredible because
of the manner that they show-off their offices on social media. Fortunately, such behaviors
improve the image of the organizations, thereby making them more appealing to professionals
than ever before. Similarly, the management team needs to ensure that all the employees are
working in a well-ventilated work station (Harper, Navarro and Brinkman 82). Proper ventilation
ensures that employees breathe fresh air at all times. In consequence, the employees who work in
offices that are properly ventilated are less susceptible to communicable diseases, which
undermine the overall productivity of employees upon contraction (Al-Omari and Okasheh
15548). Correspondingly, the management team should ensure that the temperatures in the
different work stations are well regulated for the employees to function optimally (Griffin 47).
For that reason, organizations should invest in air condition equipment because it will facilitate
them to manipulate temperature effectively. Likewise, it is advisable for commercial entities to
incorporate some greenery into their offices. Plants improve the overall hospitability of an office
because they are beautiful and enhance the standard of air in the atmosphere. Most importantly,
the physical office environment should have minimal walls because facilitates organization to
have great ambiance (Leblebici 44). Besides, open offices also enable managers to effectively
monitor the employees who are working under their supervision.
Furthermore, organizations should also allow employees to personalize their work
stations (Mellahi and Frynas 96). The move will make the employees develop a sense of
belonging because they will feel like the organization appreciates them. Perhaps, the
management teams of commercial entities that allow employees to personalize their work station
demonstrate their commitment to promoting freedom of expression. Nonetheless, those
management teams need to create a framework that guides the employees as they embark on the
process of personalizing their work stations. Accordingly, personalization should be minimal and
limited to one's work station. In particular, that means employees should refrain from altering the
interior décor of the office because such a move would affect the ambiance of the organization.
Similarly, the management team should ensure that there is an adequate supply of snacks, water,
coffee, and tea in the office. The provision of coffee and tea will ensure that a majority of the
employees are always alert when working because those two beverages are stimulants.
Correspondingly, the snacks and water will ensure that the employees are not thirsty or working
on empty stomachs because the prevalence of such a scenario would undermine their overall
productivity (Wright, Ulrich and Storey 141). Above all, it is advisable for management teams of
major corporations to ensure that they provide a gymnasium for the employees. The gymnasium
will facilitate the employees to minimize the amount of time they spend commuting to different
places during weekdays. In consequence, the overall mood of the employees is likely to improve
over time upon the development of the gymnasium because they will be working out at the office
complex (O'Neill 92). Besides, the gymnasium will afford the employees the opportunity to
socialize with their colleagues.
Certainly, there is a wide variety of factors that influence the general degree of employee
motivation in organizations. Notably, remuneration is one of those key factors because it
determines the employees’ standard of living (Tyson 22). Thus, commercial entities should make
an effort to offer highly competitive salaries to employees. Indeed, the core objective of
commercial entities is to realize profits. As a result, the management team focuses typically on
devising strategies that will facilitate organizations to minimize their general cost of doing
business. The implementation of that move has been enabling most of the organization to
maintain comparatively high levels of profitability. Unfortunately, there are instances whereby
some organizations minimize their costs of doing business to the extent that they offer meager
salaries to the employees. Arguably, it is unethical to do so because those organizations are not
concerned about social responsibility (Webster and Hamilton 73). Besides, organizations need to
offer employees competitive salaries in order to improve their standards of living. Most
importantly, the organizations that issue competitive salaries to employees need to ensure they
are highly productive in order for them to realize value for money. Perhaps, failure to do so
might result in a scenario whereby an organization underperforms consistently despite offering
highly competitive salaries to the employees.
The advent of Information Technology revolutionized how businesses operate across the
world. In particular, the use of information technology systems has facilitated business to
improve their overall rate of efficiency because it facilitates them to automate function. Indeed,
most of the companies have embraced automation due to the benefits that it affords them. In
effect, such companies appear to be selfish because they are only utilizing information
technology systems in a manner that benefits them (Davidson 79). Due to that aspect,
management teams should also embrace telecommuting because it facilitates employees to
improve their work-life balance (Lussier and Kimball 59). By so doing, organizations will
demonstrate to employees that they are also looking out for their welfare when they are
implementing different forms of information technology systems. Consequently, employees of
organizations that implement such a strategy are likely to be more receptive to changes that are
brought about by technological advancements.
Sexual harassment is one of the factors that undermine the productivity of employees.
Thus, it is vital for the management teams to put in place measures that seek to facilitate the
organizations they stewards to minimize the prevalence of sexual harassment. The managers who
take part in the development of such systems need to appreciate that women are not the only
ones who are usually sexually harassed at the workplace (Johnstone and Wilkinson 73). As a
result, the mechanisms that they devise need to be capable of protecting all employees
irrespective of their gender. The implementation of such a strategy is likely to encourage
employees who have been sexually harassed to report those incidents in order for the
management team to take action. All cases of sexual harassment need to investigate thoroughly
before the management team states the way forward (Bhardwaj, Singh and Singh 87). Due to that
facet, it is critical for the victims of sexual harassment to provide evidence which substantiates
their claims in order for the relevant officials to investigate the matter effectively. By so doing,
the victims of sexual harassment are likely to receive justice as well as the individuals who are
falsely accused of committing that form of crime.
Indeed, the general level of job satisfaction amongst employees is affected by the nature
of incentives that an organization provides (Ike 38). As a result, it is advisable for the human
resource management team to implement remuneration strategies that offer employees financial
and non-financial incentives. The financial incentives should include medical insurance,
commissions, bonuses, and cash rewards, amongst others. The provision of good medical
insurance cover to the employees and their immediate family members is likely to improve the
general rate of job satisfaction (Griffin 29). Arguably, it is because medical services are
relatively expensive in many countries across the world. In effect, a majority of the people can
hardly afford to access top-notch health care services when they need them. Similarly,
commissions and bonuses usually encourage employees to achieve their targets consistently
(Lussier and Kimball 94). Perhaps, it is because their incomes normally increase upon attaining
their targets if they are eligible to receive commissions and bonuses. On the other hand, it is vital
for organizations to issue non-financial incentives such as awards of recognition and praise to the
employees who exhibit performance that is above average (Mellahi and Frynas 117). By so
doing, employees tend to feel highly appreciated for the services they render to their employees.
In consequence, the employees are more likely to be motivated to continue improving their
performance in order to win additional awards because they also enhance their competitiveness
in the labor market.
Diversity is one of the primary issues that employees consider when reviewing
contemporary work environments. Currently, the world is characterized by a substantive increase
in the number of professionals who want to work in organizations that have put in place
mechanisms that promote diversity (Mellahi and Frynas 78). Arguably, it is because the
provision of such systems reassures the professionals that their work will be appraised
objectively on a periodic basis. As a result, the feedback issued by the management team after
conducting a performance appraisal will be based on concrete evidence. Thus, the employees
who will implement the recommendations offered in the reports issued by the management team
after a performance appraisal likely to improve their performance upon doing as advised.
Similarly, a substantive fraction of employees wants to work in organizations that promote
diversity in order for their careers to advance effectively (Miller, Samson and Flannigan 91). For
years, the lack of policies that promote diversity precipitated the development of scenarios
whereby a high number of employees were highly dissatisfied with their jobs. The dissatisfaction
was brought about by the fact that most of them were working in organizations that had glass
ceilings. In effect, there are certain positions that would not be occupied by a particular cadre of
employees due to unethical discrimination. At the moment, organizations throughout the world
are not only encouraged by society to develop corporate policies that are based on affirmative
action, but they are also required by the law to do so (Ike 62). Thus, organizations that fail to put
in place systems that promote diversity are likely to face prosecution because they are operating
in a fashion which contradicts the constitution.
In particular, it is vital for organizations to promote gender diversity in the workplace.
For years, a number of organizations did not allow women to hold senior management positions
due to a variety of reasons. As a result, women’s careers experienced that glass ceiling, a factor
that undermined the overall productivity of those professionals (Bhardwaj, Singh and Singh 81).
Fortunately, the world has evolved, thereby resulting in a scenario whereby the world is
characterized by a substantive increase in the number of women holding senior leadership
positions. Indeed, the progress is commendable, but management teams need to ensure that the
women how are promoted to senior leadership positions assume the new offices on account of
merit. In the event that women are more likely to be promoted to senior management positions
mainly because of their gender, it is highly probable the overall productivity of the male
employees who work in such organizations will drastically decrease. In effect, the management
team should ensure the human resource management team issues promotions only on account of
merit and not gender (Davidson 49). Nonetheless, the organizations need to put in place
mechanisms that gear towards improving the performance of the employees of a particular
gender if they are not performing as expected (Harper, Navarro and Brinkman 72). The core
intent of such a training and development program should be to level the playing field for all the
employees. Thus, organizations should refrain from offering training and development programs
that offer an unfair advantage to a particular cadre of employees.
Moreover, organizations need to devise policies that inculcate the culture of religious and
racial diversity in their work environment (Miller, Samson and Flannigan 65). Over the years,
the prevailing level of interconnectivity has been rising throughout the world. The transformation
has been brought about by the fact that the rate of internet penetration has also been increasing
rapidly in many countries across the globe. As a result, organizations are experiencing a scenario
whereby they are offering services and products to customers who have diverse backgrounds.
Accordingly, it is essential for commercial entities to implement policies that facilitate them to
promote religious diversity (Mellahi and Frynas 77). The implementation of that particular
strategy facilitates organizations to attract employees who are members of different religions. By
so doing, organizations improve their competitiveness at the labor market because they have the
capacity to attract higher numbers of job applicants than the firms that lack such corporate
policies. Similarly, the competitiveness of the organizations that promote diversity in the
workplace is also likely to increase gradually because the diverse workforce will facilitate them
to improve their understanding of the tastes and preferences of customers (Perdikis and Kerr 91).
Thus, it is critical for management teams to ensure that their workforces reflect the general image
of the society they serve. Correspondingly, the ratification of policies that advocate from racial
diversity will also facilitate commercial entities to develop work environments in which
employees thrive irrespective of their race.
Training and Development
Training and development are features that affect the work environment. The dynamism
that characterizes the modern world of commerce makes it is necessary for organizations to
invest heavily in training and development. The organizations that have managed to develop
world-class training and development programs tend to be highly competitive in the labor market
(Bhardwaj, Singh and Singh 82). Indeed, the competitiveness of those organizations is
attributable primarily to the fact that a substantive fraction of job seekers acknowledge that the
competitiveness of their professional skills they possess deteriorates over time if not updated
(Johnstone and Wilkinson 25). As a result, continuous improvement serves as the primary
approach that facilitates them to maintain their competitiveness in the job market. Unfortunately,
the cost of formal education has been rising throughout the years. Due to that aspect, the most
substantial portion of society can hardly pursue formal education programs because they are too
expensive. However, it is not guaranteed that one will manage to secure a job opportunity upon
employment. Thus, the world is experiencing a substantive decline in the number of people who
are acquiring loans in order to finance their higher education. Instead, a majority of the people
are keen on joining organizations that offer on the job training because it is inexpensive for the
employees. In this light, it is critical for management teams to formulate training and
development programs in order to foster a conducive work environment.
Training and development programs have profound effects on the general performance of
organizations (Ike 49). It is because training and development programs facilitate employees to
acquire skills that allow them to respond effectively to the changes taking place in their
respective sectors (Younas, Farooq and Khalil 21). As a result, the organizations that fail to
formulate training and development programs are likely to be less competitive than their rivals.
Consequently, the prevalence of such a scenario tends to result in the winding up of commercial
entities. In effect, it is prudent for management teams to devise training and development
programs that furnish employees with skills that enable them to execute their duties efficiently
irrespective of the changes experienced in different industries (Johnstone and Wilkinson 77). In
most cases, the organizations that employ such a strategy tend to realize a competitive edge over
the long term. Thus, such an organization is likely to effectively withstand the shocks
experienced in the markets that it operates effectively. For that reason, such an enterprise is
likely to maintain its going concern for a relatively long period.
Innovation is amongst the primary factors that affect the performance of commercial
entities (Harper, Navarro and Brinkman 127). In most cases, the organizations that tend to be
highly innovative have workforces that comprise of employees who have a superior
understanding of matters pertaining to their respective sectors. Thus, training and development
programs can facilitate organizations to boost the innovativeness of their employees. In
particular, the organizations that have training and development programs that enable employees
to be mentored by some of the best performing managers are likely to enhance their
innovativeness (Wright, Ulrich and Storey 94). Arguably, it is because those managers have been
able to realize exemplary results consistently irrespective of the variations that characterize their
respective sectors due to the way they examine challenges and handle them. Indeed, those skills
are supposed to be shared through mentorship. Unfortunately, many organizations lack training
and development program, a factor that makes them lose out on that incredible opportunity.
Training and development affect the capacity of an organization to realize good results
consistently (Tyson 61). As a result, the management team needs to develop training and
development programs that strive to ensure the organization has an adequate and reliable supply
of top-notch labor (Bhardwaj, Singh and Singh 42). The implementation of that particular
strategy gears towards minimizing the adverse implications of employee turnover. Indeed, it is
characteristic of employees to change jobs whenever they come across opportunities that they
consider as greener pastures. Thus, the organizations can be adversely affected if it has not put in
place systems that facilitate seamless succession of employees. Arguably, there is a fraction of
society that believes organizations do not necessarily have to invest in training and development
programs that gear towards ensuring they can effectively succeed their superiors or colleagues
once they leave (Harper, Navarro and Brinkman 75). In most cases, the individuals who
subscribe to that particular school base their argument on the fact commercial entities can always
recruit externally whenever a vacancy arises. In effect, they believe that organizations are less
likely to lose money when they focus on improving their capacity to attract high-quality
employees because the approach will ensure they have a steady supply of top-notch labor.
For sure, that argument is valid, but it fails to appreciate organizations spend resources
facilitating employees to learn their culture in order to operate effectively in the relevant work
environments (Davidson). Thus, external recruits can facilitate organizations to hire the
employees who possess the skills that are required by the individuals who are supposed to
assume the office which is vacant. However, that approach is best utilized as a second option
because the organization, which is recruiting, is likely to end up spending additional resources
teaching the new employee on how to handle the affairs of the organization. In this light, it is
prudent for the management team to formulate training and development programs that facilitate
the organization to fill most of the job vacancies by recruiting internally (Lussier and Kimball
28). The prevalence of such a situation is highly likely to facilitate organizations to continue
producing good results consistently. It is because the employees who are recruited internally are
familiar with the organization culture (Griffin 47). Accordingly, such employees tend to adapt
faster to their new job positions than the highest fraction of their counterparts who are hired
through external recruitment.
Due to that aspect, organizations that train and develop their employees reap the rewards
of investing in such programs during moments whereby succession is necessary (Ike 86). In
consequence, the stakeholders of such organizations tend to appreciate the prowess of the
management team at planning for the future. In particular, investors are more likely to be willing
to acquire the shares of such commercial entities at a premium when they go public because they
are confident that the management team is capable of helping the organization handle the
dynamics of their respective industries effectively (Perdikis and Kerr 94). Correspondingly, the
employees working for such organizations are also likely to continue working for them over a
relatively long period because they are confident about the stability of their employers. In this
respect, it is evident that investing in training and development programs facilitates organizations
to deliver top-notch results over the long term consistently.
Training and development programs affect the manner in which employees communicate
with their colleagues. Indeed, most of the employees are well aware that they are supposed to
conduct themselves in a professional manner at the workplace (Mellahi and Frynas 26).
However, a significant number of employees are not familiar with how they can communicate
with their peers in a fashion that helps them to forge robust professional relationships (Johnstone
and Wilkinson 40). The prevalence of that particular situation is mainly attributable to the fact
that organization environments tend to be highly competitive. As a result, most of the employees
worry about revealing their weakness because they are afraid of colleagues who will take
advantage of the situation in order to realize a competitive edge (Davidson 83). Due to this facet,
it is vital for an organization to equip employees with skills that will enable them to
communicate about their weaknesses in a way that does not make them highly vulnerable to their
Failure to offer such a training and development program is likely to result in a scenario
whereby a commercial entity might be characterized by high levels of inefficiency (Miller,
Samson and Flannigan 39). It is because organizations operate in highly dynamic business
environments. Thus, an employee’s proficiency at handling certain issues might gradually reduce
if they do not work in partnership with their colleagues who are familiar with the most suitable
way of responding to the changes that take place in the industry. Accordingly, the core intent of
the training and development programs that seek to equip employees will top-notch
communication skills should be sensitizing professionals on the essence of collaboration
(Bhardwaj, Singh and Singh 74). By doing so, the training and development programs are more
likely to be effective than ever before because the employees will learn how to work with their
peers in a mode that enables them to improve on their weaknesses without reveal information
that would jeopardize their careers. Thus, the organizations that offer such training and
development programs are likely to operate more efficiently than the entities which fail to do so.
The effectiveness of the training and development programs offered by organizations will
be profoundly affected by how they are designed (Tyson 24). In this respect, it is vital for the
management team to ensure that they seek the opinion of the employees when they are
formulating training and development programs. Arguably, it is because training and
development programs should be designed in a fashion that facilitates management to create a
conducive working environment for the employees to display exemplary performance and the
organization to realize good results consistently (Mellahi and Frynas 96). Indeed, employees
have the best information with regards to the areas that they need to improve. In effect, the
management teams that fail to seek the opinions of the employees are likely to develop training
and development programs that offer general information. In consequence, a substantive fraction
of the employees is not likely to take part in the various courses offered by such training and
development programs because they believe their participation would not improve their
effectiveness at the workplace. As a result, an organization that ignores the opinions of
employees when devising training and development programs are less likely to realize a positive
return on their investment.
Similarly, the management teams should not particularly focus on designing the specific
courses that will be covered in the training and developing programs offered by the organizations
they stewards (Griffin 71). It is because most managers are not proficient at design training and
development courses. For that reason, it is advisable for the management teams to concentrate on
developing corporate policy frameworks that facilitate the relevant personnel to design top-notch
courses that will be offered to the employees who choose to take part in the training and
development programs (Mellahi and Frynas 63). Accordingly, the management team should
outsource that particular responsibility to a firm that specializes in the designing of course work
that will be covered in the various programs offered by the organization (Davidson 52). By so
doing, the management team will focus on its core business, thereby facilitating the organization
to realize maximum benefits from the training and develop programs that will be offered to
In conclusion, the work environment affects the performance of an organization because
it has direct implications for the welfare of employees. Indeed, employees are the basic unit of all
forms of organizations because they are the ones who execute the different activities that
facilitate them to realize their core objectives. As a result, it is critical for organizations to put in
place a mechanism that will facilitate the development of a conducive work environment.
Transparency and communication are amongst the primary factors that have profound
implications on the work environment. Thus, directors ought to devise policies that strive to
promote transparency and all-round communication in the organization. The implementation of
that strategy is likely to result in a scenario whereby employees are highly satisfied by their work
environment because they feel their voice is heard after presenting opinions. Similarly,
transparency is an integral facet of the work environment because it affords employees the
opportunity to develop robust relationships with the management team. In effect, the overall
performance of the organization is likely to be relatively high because the management team
believes in the employees, and the latter is inspired by the former to improve their performance.
Correspondingly, training and development are at the heart of a suitable work environment.
Unarguably, change is inevitable, and organizations need to keep up with the variations that
characterized the business environment. The agility of an organization will have direct
implications on its going concern. Thus, it is critical for the management team to put in place
strategies that boost the agility of the organizations they stewards. Accordingly, it is advisable
for organizations to formulate world-class training and development programs because they will
facilitate employees to acquire skills that allow them to effectively respond to the changes taking
place in their respective sectors. Apparently, some organizations refrain from formulating
training and development programs due to the fact that employees might leave upon graduation
in search of greener pastures. Certainly, some employees resign after they have been trained by
an organization but a substantive fraction, usually continuing being part of the workforce. For
that reason, it is in the best interest of organizations to ensure they develop training and
development programs in order to maintain a workforce of highly talented and proficient
Additionally, the quality of the workplace also affects the productivity of employees.
Arguably, it is because most of the employees usually work in the offices provided by their
employers. Thus, it is vital for employers to put in place physical components such as décor,
lighting, and ventilation that offices to be beautiful and lively. Similarly, behavioral elements
also influence the quality of the workplace. In particular, the manner that colleagues interact
usually affects the general productivity of employees. The employees that work in organizations
in which people are polite, respectful, and cheerful tend to be highly productive because they
enjoy their work environment. Due to that aspect, it is advisable for management teams to put in
place systems that facilitate employees to socialize. Most importantly, the social systems devised
by organizations should not exclusively focus on assisting employees in socializing amongst
themselves only. Nonetheless, they should also enable them to interact with the management
team. In this light, it is evident that the workplace environment is a product of a variety of
factors, and management teams need to enhance their proficiency in develop atmospheres, which
enable employees to be highly productive to ensure organizations are operating competitively.
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