The role of perceived organizational support between training and development practices and employee engagement in Nepalese commercial banks

Purpose The research aims to examine the relationship between training and development practices and employee engagement, with perceived organizational support (POS) as a moderating variable. Design/methodology/approach This study utilized the cross-sectional research design and a positivist epistemology, based on cross-sectional data collected from 404 bank employees across 10 commercial banks, with a 95% confidence level and a 5% margin of error. Partial Least Squares Structural Equation Modeling (Smart-PLS) was used to evaluate the proposed model and hypotheses, while construct reliability and validity were confirmed through convergent and discriminant validity. Findings The results reveal that training effectiveness, managerial support and job alignment are significantly associated with employee engagement. Additionally, perceived organizational support (POS) has a minimal yet significant moderating effect on the relationships between training effectiveness, managerial support and job alignment with employee engagement. Originality/value This study empirically examines the moderating role of perceived organizational support (POS) in the relationship between training and development practices and employee engagement in the banking sector. The findings offer valuable insights for bank management, indicating that strategic training and development initiatives, along with efforts to enhance POS, can significantly boost employee engagement.