The Impact of Self-Efficacy towards Training Motivation at Kolej Poly-Tech MARA Kuantan, Malaysia

Abstract

This study aimed to examine the in-depth factors that improve employees' motivation in training program. The critical variable was discussed on training motivation. Random sampling Method used to gather the data from 120 employees at a single point of Kolej Poly-Tech MARA Kuantan. Regression analysis was used for estimating the relationship among variables. The result shows that self-efficacy has a moderate relationship on training motivation. Since data are based on self-reports, common method bias may affect the relationship among the variables. The study only focuses at KPTM Kuantan that was not involved other branches. The paper contributes to both research and practice by providing support to the department heads and the management on ways to increase training motivation among employees. This paper consider few factors that enable to enhance training motivation at KPTM Kuantan

Administrators’ Roles in Training Programs and Their Relationship with Trainees’ Motivation

“…Those were often translated as administrators' support and communication. This is highly supported in literature related to training administration (Chaloner, 2006;Aziz, 2016;Giran, Amin, & Halim, 2014;Ismail et al, 2013;Machin & Fogarty, 2004;Tabassi & Bakar, 2009;Tsai & Tai, 2003;Zahra, Iram, & Naeem, 2014).…”

“…However, many researchers have viewed that training programs are significant and appropriate to the organizations located in domestic, stable, and less competitive environments (Ismail, Hasan, & Sulaiman, 2010;Noe, 2010). The traditional training approach has been changed to strategy-based training when organizations transform their businesses into market winners in an era of globalization and knowledge-based economy (Bauer & Erdogan, 2012;Giran, Amin, & Halim, 2014;Noe, 2010).…”

“…Hence, exposing the members of the organization to more challenges, staying up-to-date with the advancement of technology related to the industry, encouraging continuous improvement, and promoting lifelong learning (Asfaw, Argaw, & Bayissa, 2015;Aziz, 2016;Madagamage, Warnakulasooriya, & Wickramasuriya, 2014;Noe, 2010). This training orientation may strongly prepare the members of the organization to uphold its vision and mission in becoming a market winner in the challenging era of global competition (Giran, Amin, & Halim, 2014;Ismail et al, 2013;Noe, 2010).…”

“…Apart from that, it is also defined as their fostering of positive attitudes, and continuous upgrading of their capabilities to pursue their goals (Ahmed et al, 2016;Giran, Amin, & Halim, 2014;Khan, Mufti, & Nazir, 2015;Madagamage, Warnakulasooriya, & Wickramasuriya, 2014). In recent training literature, trainees' motivation is widely judged as an important outcome of administrators' role in training programs (Ahmed et al, 2016;Khan, Mufti, & Nazir, 2015;Madagamage, Warnakulasooriya, & Wickramasuriya, 2014) In the training model for an organization, numerous researchers have viewed that support, communication, and the motivation level of the trainees have different meanings.…”

“…A number of studies were conducted by adopting direct effects model to assess the administration of training in a variety of organizational samples, including 123 workers at army health organizations in Peninsular Malaysia (Ismail et al, 2013), 136 workers at a readymade garment shop in Bangladesh (Zahra, Iram, & Naeem, 2014), 100 management employees in an established national bank in Sri Lanka (Madagamage, Warnakulasooriya, & Wickramasuriya, 2014), 120 employees from Kolej Poly-Tech MARA Kuantan (Giran, Amin, & Halim, 2014), and 287 employees at the Malaysian National Institute of Occupational Safety and Health (Aziz, 2016). The outcomes of these researches display two major findings.…”