The Effect of Upskilling and Reskilling on Job Performance: Moderating Role of Organizational Support

Abstract

This study examined the effect of upskilling and reskilling on job performance, with organizational support as a moderating factor, focusing on the Council for Scientific and Industrial Research (CSIR) Head Office in Ghana. A quantitative research design was employed, utilizing a descriptive cross sectional survey design. Data was collected through structured questionnaires distributed to 220 staff members at CSIR. Statistical analyses such as regression analysis, indicated that upskilling (B = .332, p < .001) and reskilling (B = .251, p < .001) had a significant positive effect on job performance. Additionally, it was found that organizational support had a direct positive effect on job performance (β = 0.414, p < 0.01) and moderated the relationship between upskilling and reskilling, and job performance (β = 0.042, p < 0.05), suggesting that employees who perceived higher levels of support experienced greater benefits from skill development initiatives. The study emphasized the significance of upskilling and reskilling in enhancing workforce capabilities and organizational efficiency. It was recommended that institutions incorporate structured upskilling and reskilling programs into their human resource strategies to improve employee competencies.