Exploring the Impact of HRD Practices on Job Satisfaction: The Mediating Role of Personal Effectiveness in the IT Sector

Abstract

Grounded in human resource development and job satisfaction theories, this study examines how training, organizational development, and career development influence employee job satisfaction, both directly and indirectly, through personal effectiveness. Using structural equation modeling in a two-stage approach, the measurement model was first assessed through confirmatory factor analysis, followed by the estimation of the structural model. The results indicate that personal effectiveness is a strong and positive predictor of job satisfaction, while career development demonstrates a dual influence—positively affecting job satisfaction indirectly through personal effectiveness but exerting a negative direct effect. Training and organizational development did not show significant direct effects on job satisfaction. The findings highlight the central role of personal effectiveness in shaping employee satisfaction and the complex nature of career development’s influence. This research contributes to theory by clarifying the mediating role of personal effectiveness in the human resource development–job satisfaction link and offers practical insights for designing developmental interventions that align with employee well-being. Limitations and future research directions are discussed.