Impact of Employees’ Training and Development and Competitive Reward Systems on the Organizational Performance in Virtual Legal Assistance Agency
DOI:
https://doi.org/10.65150/EP-jefrr/V2E7/2026-10Keywords:
training and development, competitive reward systems, organizational Performance, virtual legal assistanceAbstract
This study aimed to determine the impact of employees’ training and development and competitive reward systems on the organizational performance in the Virtual Assistance Agency, during the calendar year 2025. It employed survey and descriptive-correlational research methods. One hundred three (103) employees were involved as respondents. The statistical tools used were, weighted mean, standard deviation, and Spearman Rank-Order Correlation Coefficient (Spearman rho) with MS Excel and JAMOVI as the statistical software. The employees perceived the organization’s training and development programs as highly effective, systematic, and supportive of employee growth and organizational performance, with an overall average weighted value of 4.29 (Very High) with a standard deviation of 0.44. However, the comparatively lower rating in the mode of training delivery may indicate the need for more diversified and blended learning approaches, particularly the integration of both online and in-person training opportunities to accommodate varying employee learning preferences and maximize learning effectiveness. The employees perceived the organization’s reward system as fair, comprehensive, and effectively implemented across both financial and non-financial dimensions, with an overall average weighted value of 4.50 (Very High) and a standard deviation of 0.44. The employees perceived the organization to be performing exceptionally well across internal (employee satisfaction) and external (customer satisfaction and market share) dimensions, with an overall average weighted value of 4.56 (Very High) and a standard deviation of 0.49. There existed a significant positive medium/moderate correlation (p < 0.01) between the levels of training and development and organizational performance. There existed a significant positive medium/moderate correlation (p < 0.01) between the levels of the competitive reward system and organizational performance.
Based on the findings, the author recommends that the agency owners and top management sustain and strengthen current training and development programs, particularly those related to skill gap assessment, training resources, and evaluation systems, as these directly enhance organizational performance. Improve the mode of training delivery by adopting a blended learning approach (combining virtual, synchronous, asynchronous, and occasional face-to-face or immersive training where feasible).
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Copyright (c) 2026 Jericho Manondo Celeste (Author)
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