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Optimizing Workforce Outcomes: The Interplay of Training Design, Motivation, and Job Performance

Published
Pages 01-07
Views 58
Downloads 160

Authors

  • Prof. Daniel A. Thompson School of Human Resource Development, University of Manchester, Manchester, United Kingdom Author
  • Dr. Siti Khadijah Zainal Abidin Department of Organizational Psychology, International Islamic University Malaysia (IIUM), Gombak, Malaysia Author

DOI

https://doi.org/10.55640/ijssll-03-02-01 ↗

Abstract

This study investigates the mediating role of training motivation in the relationship between training design and job performance. Effective training is crucial for organizational success, yet the mechanisms through which training translates into improved performance are complex. While well-designed training programs are foundational, the motivation of trainees to learn and apply new skills significantly influences outcomes. This research hypothesizes that superior training design enhances training motivation, which, in turn, leads to higher job performance. A quantitative research approach was employed, collecting data from a diverse sample of employees who recently underwent training. Structural Equation Modeling (SEM) using Partial Least Squares (PLS) was utilized for data analysis. The findings indicate a significant positive relationship between training design and training motivation, and subsequently, between training motivation and job performance. Furthermore, training motivation was confirmed as a significant mediator in the relationship between training design and job performance. These results underscore the importance of fostering trainee motivation, not merely focusing on program content, to maximize the return on training investments. Organizations should prioritize not only the instructional quality of their training but also strategies to intrinsically and extrinsically motivate participants.

Keywords

raining design , training motivation , job performance , mediating effect , human resource development

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