Understanding the Importance of Upskilling and Reskilling in Managing Organisational Change

Abstract

Rapid technological revolutions have caused constant disruptions to the corporate landscape, making human capital reconfiguration a critical survival technique. For a better understanding of the crucial roles that upskilling and reskilling play in managing organisational change, this research synthesises three fundamental theoretical frameworks: Organisational Learning Theory (OLT), Self-Determination Theory (SDT), and Dynamic Capabilities Theory (DCT). Based to the study, the psychological well-being of the workforce significantly influences the effectiveness of transitions, even though upskilling is the tactical expression of a company's dynamic capacities. Employee attitudes can transform from resistance to change to autonomous commitment when organisations address the SDT demands of autonomy, competence, and relatedness. Additionally, individual learning needs to be institutionalised through double-loop and deutero-learning processes to produce systemic agility. In ensuring long-term sustainability in the era of digital paradigm shifts, this conceptual assessment suggests that businesses develop a "reliable" learning culture. It does this by offering a strong framework that connects systemic resilience with human motivation.