In a knowledge-driven and rapidly digitising economy, the capability of a workforce has become the most decisive source of sustainable competitive advantage. This study examines the role of organisational Learning and Development (L&D) interventions in enhancing employee performance and investigates the mechanisms through which training translates into measurable individual and organisational outcomes. Adopting an explanatory, cross-sectional survey design, primary data were gathered from 312 full-time employees across manufacturing, information technology, banking, and healthcare organisations using a structured, five-point Likert-scale questionnaire. The constructs measured were training needs assessment, training design and delivery, on-the-job learning, managerial support for development, employee motivation to learn, and perceived employee performance. Data were analysed using descriptive statistics, Pearson correlation, multiple linear regression, and mediation analysis. The findings reveal a positive and statistically significant relationship between L&D practices and employee performance (R-squared = 0.61, p < 0.01). Training design and delivery, managerial support, and on-the-job learning emerged as the strongest predictors of performance, while employee motivation to learn partially mediated the relationship between L&D practices and performance. The study concludes that L&D is not a peripheral administrative function but a strategic lever that improves productivity, competence, engagement, and retention when it is systematically aligned with organisational goals. Managerial implications, limitations, and directions for future research are discussed.

Darshana M. Bhalme, Dr. Ujwala Narkhede, "An Analysis of the Impact of Learning and Development on Employee Performance" International Journal of Scientific Research and Engineering Development, V9(5): Page(1835-1841) September - October 2026. ISSN: 2581-7175. www.ijsred.com. Published by Scientific and Academic Research Publishing.