Training, Work Culture, and Career Development: The Mediating Role of Organizational Commitment
Abstract
This study examines the effects of training and work culture on career development, both directly and through organizational commitment, among Bank BJB employees in Indramayu Regency. The study was motivated by changes in workforce composition, uneven perceptions of training relevance, and limited clarity regarding career opportunities in a regional banking context undergoing digital transformation. An explanatory quantitative design was applied using a cross-sectional census survey of 120 active personnel from Bank BJB units in Indramayu Regency. Data were analyzed with Partial Least Squares Structural Equation Modeling (PLS-SEM) and 5,000-subsample bootstrapping. The measurement model satisfied convergent validity, discriminant validity, and reliability criteria. Training significantly affected organizational commitment (β = 0.544; p < 0.001) and career development (β = 0.241; p = 0.015), while organizational commitment significantly affected career development (β = 0.385; p < 0.001). Work culture did not significantly affect organizational commitment or career development. Organizational commitment partially mediated the effect of training (indirect β = 0.209; p = 0.001), but did not mediate the effect of work culture. The findings imply that job-based training, interactive learning, career transparency, and periodic career conversations should be integrated to strengthen employees’ internal career development.