Human Resource Development Practices and Their Influence on Employee Performance

Kratika Baddpalli; Sushil Singh

doi:10.69968/ijisem.2026v5i3226-232

Authors

Kratika Baddpalli Research Scholar, Commerce Department, Sarvepalli Radhakrishnan (SRK) University
Sushil Singh Professor, Faculty of Management, SRK University

DOI:

https://doi.org/10.69968/ijisem.2026v5i3226-232

Keywords:

Human Resource Development (HRD), Employee Performance, Training and Development, Performance Management, Employee Engagement

Abstract

Human Resource Development (HRD) practices have emerged as a strategic tool for building the ability of employees and boost the performance of the organization. This review aims at highlighting the impact of HRD practices on employee performance by summarizing the recent empirical studies and conceptual literature. It covers the history of the evolution of HRD, its key components – training and development, performance appraisal, career development, succession planning and leadership development, and how these are linked to the effectiveness of employees. The review also identifies areas where HRD has recently improved as well as some key dimensions of employee performance, including AI-driven performance management, technology enhanced learning, personalized development plans, coaching and mentoring, and psychological safety. The reviewed literature clearly shows that the effectiveness of HRD practices strongly leads to enhancing employee competencies, engagement, motivation, and the effectiveness of the organization. The review concludes that the success of strategic HRD efforts in the context of contemporary learning technologies and employee-centred development strategies is vital for maintaining high employee performance and long-term company success.

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