"Examining Workplace Performance and Training for Organizational Sustai" by Stephanie Lynne Bilderback

Date of Conferral

1-27-2025

Degree

Ph.D.

School

Management

Advisor

Thomas Butkiewicz

Abstract

Underused employee retail training programs in the western U.S. fashion industry are a challenge for improving workplace performance and organizational sustainability. Executive management of retail organizations in the fashion industry is perceived as not maximizing available retail training to improve employee and manager performance for organizational sustainability in the western United States. The purpose of this quantitative correlational study was to determine the relationship between retail training and employee performance and manager performance as perceived by executive management at retail organizations in the fashion industry for organizational sustainability in the western United States. Appelbaum et al.’s ability, motivation, and opportunity theory and Hackman and Oldham’s job characteristics theory grounded the study. Data were collected from 146 executive managers using Netemeyer et al.’s focal measures instrument and Tollin et al.’s company perception survey. Simple linear regression analysis results showed a strong positive link between business preparedness and task management (β = 0.5412, p < 0.001), while other training components, like knowledge improvement (β = -0.1847) and training participation (β = 0.0194), had weaker or inconsistent impacts on performance. Results indicate that organizational culture or leadership style may influence performance outcomes. A key recommendation is for executive management to align training with broader organizational strategies. The implications for positive social change include the potential for executive management to optimize retail training programs that enhance organizational sustainability, improve workforce performance, and support long-term growth in the fashion retail industry.

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