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<p>This study examines the causal relationship between employee training, innovative behaviors, and organizational innovativeness, incorporating job satisfaction as both a mediator and moderator. A total of 363 data points were collected from enterprises in Sulaymaniyah, Kurdistan and analyzed using confirmatory factor analysis (CFA) and structural equation modeling (<i>SEM</i>). Mediation and moderation analyses were conducted to explore indirect relationships. The results indicate that employee training significantly enhances job satisfaction but does not directly impact innovative behaviors or organizational innovativeness. However, job satisfaction positively influences employee innovative behaviors, which, in turn, significantly contributes to organizational innovativeness. Additionally, employee innovative behavior serves as a key mediator, indirectly linking training to organizational innovation. Furthermore, job satisfaction moderates the effects of training on both individual and organizational innovativeness, reinforcing its role in shaping innovation outcomes. These findings highlight the importance of well-designed training programs that not only develop skills but also enhance job satisfaction, thereby fostering a more innovative workforce and organization. Organizations should adopt targeted training strategies that align with employee needs and workplace conditions to maximize innovation-driven outcomes.</p>

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Importance of Employee Training and Job Satisfaction on Individual and Organizational Level Innovativeness

  • 期刊论文

  • 发表日期：

    2025年6月3日

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  • Taylan Budur

摘要

This study examines the causal relationship between employee training, innovative behaviors, and organizational innovativeness, incorporating job satisfaction as both a mediator and moderator. A total of 363 data points were collected from enterprises in Sulaymaniyah, Kurdistan and analyzed using confirmatory factor analysis (CFA) and structural equation modeling (SEM). Mediation and moderation analyses were conducted to explore indirect relationships. The results indicate that employee training significantly enhances job satisfaction but does not directly impact innovative behaviors or organizational innovativeness. However, job satisfaction positively influences employee innovative behaviors, which, in turn, significantly contributes to organizational innovativeness. Additionally, employee innovative behavior serves as a key mediator, indirectly linking training to organizational innovation. Furthermore, job satisfaction moderates the effects of training on both individual and organizational innovativeness, reinforcing its role in shaping innovation outcomes. These findings highlight the importance of well-designed training programs that not only develop skills but also enhance job satisfaction, thereby fostering a more innovative workforce and organization. Organizations should adopt targeted training strategies that align with employee needs and workplace conditions to maximize innovation-driven outcomes.