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Is Training and Development a Leading Catalyst to Foster Creativity for Sustainability and Survival of Software Houses?

    Authors

    • Ayesha Imran Abbasi 1
    • Muhammad Asif Zaheer 1
    • Saqib Saeed 1
    • Temoor Anjum 2

    1 University Institute of Management Sciences, PMAS-Arid Agriculture University, Rawalpindi, Pakistan

    2 University Institutes of Management Sciences, PMAS- Arid Agriculture University, Rawalpindi, Pakistan

,

Document Type : Articles

10.33844/ijol.2025.60494
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Abstract

This research explores Training and Development (T&D) effects on employee creativity and employee performance with the mediating influence of Intrinsic Motivation (IM) among professional employees of different software houses situated in the Federal Capital Territory (FCT) Islamabad and the Rawalpindi district of Punjab, Pakistan.  Software houses were focused on data collection using self-administered questionnaires to obtain responses from professional software engineers. The proposed research model was tested by analyzing data from 424 respondents through AMOS while applying structural equation modeling. The research results show that T&D has a direct positive effect on both employee performance and creativity. Similarly, T&D initiatives lead to enhanced performance and creativity of employees, but IM partially mediates these relationships. The present research emphasizes how T&D techniques perform better when combined with IM for generating employee creativity and performance improvements. This research establishes theoretical and practical benefits to different organizations, but particularly software companies. Moreover, it demonstrates how motivation and skill development act together based on the self-determination theory to define organizational success. The success of employee creativity and performance depends upon both growth opportunities and employee empowerment systems. In addition to this, the study extends the self-determination theory in the context of T&D, employee creativity, and IM by providing several practical implications for the enhancement of organizational performance. Furthermore, it was a cross-sectional study and limited to FCT Islamabad and Rawalpindi territory, including twin metropolitan cities.

Keywords

  • Keywords: Training and development
  • Employee creativity
  • Intrinsic motivation
  • Employee performance

Main Subjects

  • Organizational behavior
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International Journal of Organizational Leadership
Volume 14, First Special Issue 2025
January 2025
Page 463-481
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  • Article View: 19
  • PDF Download: 10

APA

Abbasi, A. I. , Zaheer, M. A. , Saeed, S. and Anjum, T. (2025). Is Training and Development a Leading Catalyst to Foster Creativity for Sustainability and Survival of Software Houses?. International Journal of Organizational Leadership, 14(First Special Issue 2025), 463-481. doi: 10.33844/ijol.2025.60494

MLA

Abbasi, A. I. , , Zaheer, M. A. , , Saeed, S. , and Anjum, T. . "Is Training and Development a Leading Catalyst to Foster Creativity for Sustainability and Survival of Software Houses?", International Journal of Organizational Leadership, 14, First Special Issue 2025, 2025, 463-481. doi: 10.33844/ijol.2025.60494

HARVARD

Abbasi, A. I., Zaheer, M. A., Saeed, S., Anjum, T. (2025). 'Is Training and Development a Leading Catalyst to Foster Creativity for Sustainability and Survival of Software Houses?', International Journal of Organizational Leadership, 14(First Special Issue 2025), pp. 463-481. doi: 10.33844/ijol.2025.60494

CHICAGO

A. I. Abbasi , M. A. Zaheer , S. Saeed and T. Anjum, "Is Training and Development a Leading Catalyst to Foster Creativity for Sustainability and Survival of Software Houses?," International Journal of Organizational Leadership, 14 First Special Issue 2025 (2025): 463-481, doi: 10.33844/ijol.2025.60494

VANCOUVER

Abbasi, A. I., Zaheer, M. A., Saeed, S., Anjum, T. Is Training and Development a Leading Catalyst to Foster Creativity for Sustainability and Survival of Software Houses?. International Journal of Organizational Leadership, 2025; 14(First Special Issue 2025): 463-481. doi: 10.33844/ijol.2025.60494

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