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This study aims to focus on model development to analyse key factors affecting trust in virtual project teams (VPTs).

A questionnaire survey was conducted on construction professionals participating in virtual teams. Structural equation modelling technique was performed to establish the effect of relevant factors on trust-building in VPTs.

Team performance is highly affected by the trust among the team members. Trust building can be enhanced by improving the quality of team communication, organisation culture, team bonding and team members’ characteristics.

The model developed in this study would benefit team productivity and team members’ learning in VPTs.

The purpose of the study is to investigate the influence of training and development and work–life balance on employee engagement and job performance at private banks in Bangladesh. This study also investigates the indirect influence of training and development and work–life balance on the job performance of private banks through the mediating role of employee engagement.

The present study used a self-administered survey questionnaire to collect data from the private bank staff who had been working in the existing bank for more than one year. In this study, 450 survey questionnaires were distributed to the respondents and received 346 useful responses (76.88% response rate). The SmartPLS 4 software was used to determine the reliability and validity of the constructs. The SmartPLS 4 software was also used to test the hypothesised path coefficients via Partial Least Squares Structural Equation Modelling (PLS-SEM).

The findings of the study indicate that both training and development and work–life balance significantly influence employee engagement and job performance in the private banks. The findings also indicate that both training and development and work–life balance indirectly significantly influence the job performance of the private bank through the mediating role of employee engagement.

This study suggests various practical implications. Managers should provide opportunities for employees to actively participate in employee training. The present study also suggests that managers should also prioritise and model a healthy work–life balance because when leaders value work–life balance, employees feel empowered. The findings of the study suggest that organisations should design effective employee development programmes and foster a supportive work environment to motivate their employees to contribute to organisational success.

This study makes significant theoretical contributions to the existing literature on employee engagement and job performance. The present study enhances theoretical depth by highlighting the mediating role of job engagement in achieving job performance, offering a new perspective on the relationship between these variables and paving the way for targeted interventions. The present study also enriches the existing body of literature by examining the impact of training and development and work–life balance through the lens of organisational support theory, presenting a comprehensive understanding of the intricate dynamics at play.