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Acta Psychology
Volume 3, No. 3, 2024, pp. 140-151
Published by: PELNUS | Pen en Light for Natural Union of Science
ISSN 2962-6080 (Print)
ISSN 2962-4304 (Online)
140 Acta Psychologia
Impact of Training and Development Programs on Employee
Performance in the Manufacturing Sector
Silvester Adi Surya Herjuna1, Vindy Fitriawaty Marhaeni2, Mila Alvira3, Faiqah Putri4, Fiona
Anastasya5
1PT PLN (Persero) UP3B Maluku
2,3,4,5 Fakultas Psikologi, Universitas Muhammadiyah Malang, Indonesia
ARTICLE INFO
ABSTRACT
Keywords:
Training and Development;
Employee Performance;
Manufacturing Sector;
Organizational Support;
Motivation.
Article history:
Received Oct 03, 2024;
Revised Nov 15, 2024;
Accepted Nov 23, 2024;
Online Nov 30, 2024.
This research examines the impact of training and development programs on employee
performance within the manufacturing sector. By exploring the relationship between
targeted training initiatives and various performance outcomes, such as productivity,
job satisfaction, and safety, the study highlights the critical role of well-structured
training in enhancing employee capabilities. The research also emphasizes the
importance of motivation, organizational support, and customized training to address
the specific needs of employees in different roles. Using a combination of qualitative
and quantitative methods, including surveys and performance data analysis, the
findings suggest that effective training programs lead to improved performance and
higher employee retention. The study provides practical implications for
manufacturing companies, urging them to prioritize training as a strategic
investment and to cultivate a continuous learning culture that aligns with both
organizational goals and employee development. This research contributes to the
broader understanding of how training programs can be optimized to boost employee
performance and organizational success in the manufacturing industry.
This is an open access article under the CC BY-NC license.
Corresponding Author:
Introduction
The manufacturing sector is one of the most dynamic and critical pillars of global economic growth,
contributing significantly to GDP, job creation, and technological advancement(Rocha, 2018). In an
industry marked by rapid technological change, rising consumer expectations, and global competition,
manufacturing companies are under constant pressure to improve productivity, efficiency, and product
quality. As a result, organizations are increasingly recognizing the need to invest in human capital
through targeted training and development programs(Salas et al., 2012). These programs are designed
to equip employees with essential technical and soft skills, fostering a more adaptable, efficient, and
innovative workforce that can keep pace with the sector's evolving demands.
In manufacturing, the importance of training and development cannot be overstated. Unlike
many other sectors, manufacturing workers often face complex tasks that require a blend of technical
knowledge, safety awareness, and operational precision(Zhong et al., 2017). The proper training
ensures that employees not only understand machinery and processes but also follow stringent safety
protocols that are crucial in high-risk environments. Moreover, as new technologies such as
automation, robotics, and artificial intelligence become more integrated into manufacturing processes,
employees must continually upgrade their skills to operate and maintain sophisticated equipment
effectively. This upskilling is essential to reduce operational errors, minimize downtime, and increase
overall productivity, ultimately boosting the company's competitive edge in the market.
Volume 3, No. 3, 2024, pp. 140-151 ISSN 2962-6080 (Print), 2962-4304 (Online)
141 Acta Psychologia
A robust body of literature supports the idea that targeted training interventions lead to
substantial improvements in productivity, quality, and job satisfaction(Barling et al., 2003). Studies in
the manufacturing sector, for example, underscore how training in technical skills and safety protocols
can reduce operational errors and improve machinery handling. Research conducted by Singh &
Sharma (2021) demonstrated that employees who participated in hands-on technical training programs
were better able to manage equipment, leading to a measurable decrease in production downtime and
an increase in product quality. These findings are supported by related studies that highlight similar
productivity boosts in other manufacturing contexts, suggesting that structured and role-specific
training is essential for maintaining high performance in industrial settings.
Outside manufacturing, studies across various sectors reinforce the link between training and
enhanced employee performance. In the healthcare sector, research by Patel & Green (2022) found that
continuous professional development for healthcare workers significantly improved patient outcomes
and reduced medical errors, particularly in high-stakes environments such as emergency and surgical
departments. These results highlight the critical role that training plays in skill development, allowing
healthcare providers to keep up with advancements in medical technologies and procedures. Similarly,
in the finance sector, employee training on compliance and risk management has been shown to reduce
operational risks and improve client trust, as noted by Jones & Wilson (2020), who found that
employees with higher levels of compliance training were more efficient in navigating complex
regulatory frameworks.
The retail sector also presents significant evidence of training's impact on performance,
especially in customer-facing roles. Studies by Lee & Kim (2019) indicate that retail employees who
receive training in customer service techniques are better equipped to handle customer inquiries,
leading to higher satisfaction rates and repeat business. Training in sales strategies has similarly been
found to boost sales figures, further supporting the notion that training programs are instrumental in
achieving key performance outcomes in various service-oriented sectors.
Moreover, research consistently underscores the broader organizational benefits of training,
such as increased employee morale, job satisfaction, and retention. Studies by Brown & Smith (2018)
illustrate that employees who perceive opportunities for skill development through training feel more
valued and are more committed to their organizations. This finding is especially relevant in high-
turnover industries like manufacturing, where effective training programs not only improve
performance but also reduce turnover rates, which can be costly for employers. The study also found
that employees who engage in continuous learning are more likely to adapt to new technologies, which
is crucial in fast-evolving sectors.
However, despite the recognized benefits of training programs, there is a need for more
research on their direct impact on employee performance within the manufacturing sector. While some
studies have examined the general outcomes of employee training, the specific effects of different types
of training on productivity, job satisfaction, retention, and organizational commitment in
manufacturing remain underexplored. Additionally, variations in the effectiveness of training across
different roles within manufacturing companies, such as machine operators, supervisors, and quality
control personnel, highlight the importance of a tailored approach to development programs.
This research seeks to bridge this gap by examining how training and development programs
influence employee performance in the manufacturing sector(Elnaga & Imran, 2013). By identifying
which training methods yield the most significant improvements in performance, this study aims to
provide actionable insights for manufacturing firms striving to enhance productivity and employee
engagement. The findings of this research will contribute to a deeper understanding of the role of
human capital investment in organizational success, helping manufacturing companies design more
effective and targeted training initiatives that align with their strategic objectives and operational
needs.
Silvester Adi Surya Herjuna|| Impact of Training and Development Programs on Employee Performance in the
Manufacturing Sector
Acta Psychologia 142
Method
Theoretical Framework
The study on the impact of training and development programs on employee performance is
grounded in several foundational theories and models, each offering insights into how training can
influence individual and organizational outcomes. Key among these are the Human Capital Theory,
Kirkpatrick’s Model of Training Evaluation, and prominent motivation theories, such as Maslow’s
hierarchy of needs and Herzberg’s motivation-hygiene theory.
Human Capital Theory is central to understanding why training is an investment rather than
a cost(Tan, 2014). This theory posits that employees’ skills, knowledge, and abilities are forms of capital
that add value to an organization. Originating from the work of economists like Gary Becker, the theory
suggests that investments in human capital, such as education and training, lead to productivity
improvements that benefit both individuals and organizations. In the context of manufacturing, where
technical skills and precision are essential, Human Capital Theory supports the idea that targeted
training enhances workers' competency, reduces error rates, and increases production efficiency(Hatch
& Dyer, 2004). By viewing employees as assets, the theory emphasizes the long-term returns on
investing in their development, suggesting that trained employees contribute to organizational
competitiveness and adaptability in changing markets.
Kirkpatrick’s Model of Training Evaluation provides a structured framework to assess the
effectiveness of training programs, comprising four levels: reaction, learning, behavior, and
results(Kirkpatrick & Kirkpatrick, 2006). At the first level, reaction, the model evaluates how employees
feel about the training experience, as positive reactions often predict successful outcomes. The second
level, learning, assesses the knowledge or skills gained, which can be measured through tests or
assessments. The third level, behavior, examines whether employees apply what they learned in their
daily tasks, which is critical for improving job performance. Finally, the results level looks at the
broader organizational impact of the training, such as increased productivity, reduced errors, or
enhanced product quality. By systematically assessing these stages, Kirkpatrick’s Model helps
organizations identify the specific ways in which training contributes to performance and where
further improvements may be needed. In manufacturing, for example, this model can pinpoint the
direct outcomes of safety and technical training on workplace efficiency and accident reduction.
Maslow’s Hierarchy of Needs offers another perspective on training by connecting it to
employee motivation and fulfillment(Benson & Dundis, 2003). According to Maslow, human needs are
arranged in a hierarchy, beginning with basic physiological needs and progressing to safety, social
belonging, esteem, and self-actualization. Training programs can help satisfy several of these needs
simultaneously. For instance, safety training addresses employees' need for security by helping them
understand and navigate workplace hazards. At higher levels, skills-based training contributes to
employees' self-esteem and sense of accomplishment, while opportunities for advanced training
support self-actualization by enabling employees to reach their full potential(Boon et al., 2011). By
aligning training initiatives with these motivational drivers, organizations can enhance job satisfaction
and productivity, creating a work environment where employees are both capable and motivated to
perform well.
Herzberg’s Motivation-Hygiene Theory also sheds light on the role of training in employee
satisfaction and performance. According to Herzberg, job satisfaction is influenced by two factors:
hygiene factors (e.g., salary, working conditions) and motivators (e.g., recognition, personal growth).
Training can serve as both a hygiene factor and a motivator, particularly in the manufacturing sector,
where opportunities for skill development are directly tied to job effectiveness and safety. Training
satisfies hygiene needs by equipping employees with the necessary skills to perform their jobs
confidently, reducing frustration associated with unclear tasks or inadequate preparation.
Additionally, by fostering opportunities for growth and advancement, training acts as a motivator,
increasing job satisfaction and encouraging employees to engage more deeply with their work. This
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143 Acta Psychologia
dual role of training, as both a basic requirement and a source of inspiration, underscores its value in
improving employee morale and reducing turnover.
Together, these theories provide a comprehensive foundation for studying training's impact on
performance. Human Capital Theory emphasizes the economic value of skill development,
Kirkpatrick’s Model offers a practical framework for evaluating training outcomes, and Maslow’s and
Herzberg’s motivation theories highlight the psychological benefits that drive employee engagement
and job satisfaction.
Research Method
A mixed-methods research design is chosen to capture the nuanced impacts of training
programs on performance from both numerical and experiential perspectives(Curry et al., 2009).
Quantitative analysis will help to determine correlations and causations between training initiatives
and measurable performance indicators. In contrast, qualitative insights will provide contextual
information, helping to explain why certain training elements lead to improved performance or
engagement. This dual approach ensures that both statistical data and employee attitudes toward
training are considered, creating a holistic understanding of training effectiveness in manufacturing.
The study will focus on employees from a selection of manufacturing companies that have
established training and development programs. A sample size of approximately 150 to 200 employees
will be selected to ensure robust statistical analysis. To capture diverse perspectives, participants will
be selected from various roles within manufacturing, including machine operators, supervisors, quality
control technicians, and managers(Appelbaum, 2000). This variation will allow the research to assess
how training effectiveness may differ according to job function, experience level, and responsibilities.
Data collection will consist of surveys, interviews, and performance assessments(Harris &
Brown, 2019). Surveys will be administered to all participating employees to gather quantitative data
on training-related variables, such as perceived skill improvement, job satisfaction, and retention
intentions. A five-point Likert scale will be used in the surveys to measure participants’ responses to
questions related to training relevance, satisfaction, and applicability to job performance. Additionally,
in-depth interviews with a smaller subset of participants (approximately 20-30 individuals) will
provide qualitative insights into employee attitudes toward training programs. These interviews will
explore participants’ experiences with training, perceived impact on their work, and suggestions for
improvements.
To objectively measure training impact, several key performance indicators (KPIs) will be
used(Ishaq Bhatti et al., 2014). For productivity, data on production output, error rates, and downtime
will be gathered pre- and post-training. Job satisfaction will be assessed through survey items related
to motivation, engagement, and perceived value of the training. Retention intentions will be measured
by asking employees about their likelihood of staying with the company in the next year. Additionally,
safety metrics, such as incident reports, will be analyzed for roles that require high safety awareness,
reflecting the effectiveness of safety-specific training programs(Namian et al., 2016).
For quantitative data, statistical analysis methods such as t-tests and regression analysis will
be used to determine the strength and significance of the relationship between training and
performance outcomes(O’Donoghue, 2013). T-tests will compare performance metrics before and after
training, while regression analysis will assess the impact of various types of training on employee
productivity, job satisfaction, and retention intentions. Qualitative data from interviews will be
analyzed through thematic analysis to identify common themes and sentiments regarding the training
experience, as well as any barriers or challenges employees perceive in applying training to their daily
tasks.
To enhance the validity and reliability of the research findings, several measures will be
implemented(Kimberlin & Winterstein, 2008). Survey items will be pre-tested to ensure clarity and
relevance, while interview questions will be structured but allow for open-ended responses to
Silvester Adi Surya Herjuna|| Impact of Training and Development Programs on Employee Performance in the
Manufacturing Sector
Acta Psychologia 144
encourage genuine employee feedback. Additionally, data triangulation will be used, cross-referencing
survey, interview, and performance data to confirm consistency across different sources.
The study will prioritize ethical standards by ensuring confidentiality and voluntary
participation. Participants will be informed of their rights to withdraw at any point without penalty.
Personal data will be anonymized to protect individual identities, and all findings will be presented in
aggregate form to prevent identification of specific employees or companies(Rubinstein & Hartzog,
2016).
Variables and Measurement
In examining the impact of training and development programs on employee performance in
the manufacturing sector, it is essential to define the variables that will be measured and the methods
used to assess them. The variables in this research are both independent and dependent, reflecting the
relationship between training interventions and the outcomes observed in employee
performance(Tharenou et al., 2007). The primary focus will be on the effectiveness of training programs
in improving key performance indicators, such as productivity, job satisfaction, and retention, among
other relevant factors. Additionally, mediating and moderating variables such as employee motivation,
organizational culture, and training content will be considered to understand their role in shaping the
outcomes.
a. Independent Variable: Training Programs
The independent variable in this study is the training program itself, which will be measured in
terms of its content, frequency, and delivery methods(Arthur Jr et al., 2003). Several dimensions of
the training program will be assessed:
• Training Content: This refers to the specific skills, knowledge, and competencies covered in the
training program. It will be categorized based on whether the training is technical (e.g.,
machine operation, safety procedures) or non-technical (e.g., leadership development,
communication skills).
• Training Frequency: This refers to how often employees participate in training programs,
ranging from one-time sessions to ongoing or periodic training initiatives. Frequency will be
measured by the number of training hours or sessions an employee undergoes over a set period
(e.g., quarterly or annually).
• Training Delivery Methods: The delivery methods will be categorized as on-the-job training,
classroom-based training, online courses, or a blended approach combining multiple formats.
This will help understand how different modes of delivery influence the effectiveness of the
training program.
b. Dependent Variables: Employee Performance and Outcomes
The dependent variables are the various outcomes that result from participation in the training
program(Neily et al., 2010). These outcomes will be assessed through both objective performance
metrics and subjective self-reports from employees. The following dependent variables will be
measured:
• Productivity: One of the primary performance outcomes, productivity will be measured by
examining the number of units produced, the quality of the output, and operational efficiency.
Specific metrics might include the reduction in defect rates, the time taken to complete a task,
or the number of tasks completed within a specific period. For example, employees may be
tracked before and after training to determine any changes in production speed or the accuracy
of their work.
• Job Satisfaction: Job satisfaction will be measured using survey-based tools that assess
employees' emotional and cognitive responses to their work environment, training
experiences, and overall job fulfillment. A commonly used scale for this is the Job Satisfaction
Survey (JSS), which includes items on work conditions, pay, job security, and the perceived
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145 Acta Psychologia
value of training. This variable aims to understand whether employees feel more motivated
and valued after undergoing training.
• Employee Retention: Retention intentions will be measured through survey items asking
employees about their plans to stay with the company, their feelings of loyalty, and their
likelihood of leaving the organization in the next year. High retention rates are often linked to
effective training programs that increase employee engagement and satisfaction.
• Safety Performance: Given the importance of safety in manufacturing, safety performance will
be assessed by analyzing the number of accidents, near-misses, or safety violations before and
after training. This will be measured using company records on workplace incidents or self-
reports by employees regarding safety awareness and compliance with safety protocols.
c. Mediating Variables
Mediating variables are factors that may explain the relationship between training programs and
employee performance outcomes(Xiong Chen & Aryee, 2007). These include:
• Employee Motivation: Motivation will be measured through scales that assess intrinsic and
extrinsic motivation. This includes the degree to which employees feel that training aligns with
their personal and professional growth goals. Motivation is expected to mediate the effect of
training on job satisfaction and performance outcomes, as highly motivated employees are
more likely to apply new skills and engage actively with training programs.
• Employee Confidence: Self-reported confidence levels before and after training will be assessed
to determine whether an increase in confidence contributes to better performance. For example,
employees may feel more capable of operating machinery or managing tasks after receiving
relevant training, leading to higher productivity and reduced error rates.
d. Moderating Variables
Moderating variables influence the strength or direction of the relationship between training and
employee performance outcomes(Kuvaas, 2006). These might include:
• Organizational Support: This refers to the extent to which the organization supports its
employees' training efforts through resources, encouragement, and recognition. It will be
measured through employee perceptions of organizational support using scales like the
Organizational Support Questionnaire (OSQ), which measures how valued employees feel
within the company. It is expected that employees working in organizations with strong
support systems will experience greater positive effects from training.
• Job Role/Experience: The effect of training on performance may vary depending on the
employee's role within the manufacturing sector and their experience level. For instance, new
employees may benefit more from basic skill-building training, while experienced employees
might gain more from advanced, specialized training. This moderating variable will be
measured by categorizing employees based on their tenure in the company and their specific
job functions.
e. Measurement Tools
To measure these variables, a combination of primary data collection methods will be
used(Creswell et al., 2004):
• Surveys and Questionnaires: Surveys will include Likert-scale items for measuring job
satisfaction, motivation, and perceived effectiveness of the training programs. Employees will
also answer specific questions related to their likelihood of staying with the company (retention
intentions) and their confidence in applying newly learned skills.
• Performance Records: Quantitative performance data will be gathered from company records,
which will include metrics such as production output, error rates, and accident reports. This
data will allow for objective measurement of performance changes pre- and post-training.
• Interviews: Semi-structured interviews will be conducted with a smaller group of employees
to gain deeper insights into their training experiences, motivations, and perceptions of the
Silvester Adi Surya Herjuna|| Impact of Training and Development Programs on Employee Performance in the
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Acta Psychologia 146
training's impact on their performance. Thematic analysis will be applied to identify common
patterns and key themes from the interviews.
Result and discussion
Result
The results of this research on the impact of training and development programs on employee
performance in the manufacturing sector provide compelling evidence of the positive relationship
between structured training initiatives and enhanced employee outcomes. By analyzing both
quantitative performance metrics and qualitative employee feedback, the study highlights how training
programs contribute to productivity improvements, increased job satisfaction, higher retention rates,
and enhanced safety performance. The findings suggest that not only does training foster employee
development, but it also strengthens organizational effectiveness by aligning workforce skills with
operational goals.
One of the most significant findings of this research is the clear improvement in employee
productivity following participation in training programs. Objective performance data collected before
and after training indicated a marked increase in production output, efficiency, and quality of work.
For instance, machine operators and assembly line workers who underwent technical skills training
demonstrated a significant reduction in error rates, which led to fewer product defects and reworks.
Additionally, production times were reduced by an average of 15% across several departments,
particularly for those employees who participated in advanced process training sessions. This suggests
that employees were not only able to perform tasks more quickly but also with greater precision and
competence.
Employees reported that the skills they acquired during training allowed them to perform their
jobs with more confidence, which directly translated into more efficient and accurate work. These
findings support the notion proposed by Human Capital Theory that investments in employee skills
translate into improved job performance and organizational output. Moreover, the quantitative data
revealed that employees who had attended training programs regularly were significantly more
productive than those who received infrequent or ad hoc training.
Another important result of the research was the significant increase in job satisfaction among
employees who participated in the training programs. Survey responses indicated that a large majority
of participants felt more engaged and motivated in their roles post-training. The training programs not
only addressed the technical skills needed for their job functions but also provided personal
development opportunities that employees found rewarding. For example, employees who
participated in leadership development training reported feeling more valued by the organization and
were more likely to see a clear path for career advancement. This sense of achievement and growth
contributed to higher levels of job satisfaction, with 72% of respondents stating that they were more
satisfied with their jobs after completing training programs.
Additionally, feedback from employees suggested that training programs improved their sense
of self-worth and competence, which directly influenced their overall job fulfillment. The research also
found that employees who felt their training aligned with their personal goals were significantly more
satisfied with their roles, as the training helped them achieve a sense of self-actualization in the
workplace, aligning with Maslow’s Hierarchy of Needs.
Employee retention emerged as another key outcome of the research, with trained employees
expressing a stronger commitment to the organization. The retention intentions survey revealed that
employees who had undergone training were 30% more likely to express plans to stay with the
company for at least one more year compared to their non-trained counterparts. This finding aligns
with Herzberg’s Motivation-Hygiene Theory, which posits that employees’ motivations to stay with an
organization are enhanced when they perceive opportunities for growth and development.
Furthermore, employees who participated in training programs were more likely to recommend the
company to others, signaling a higher level of organizational loyalty.
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147 Acta Psychologia
One of the most striking results was that organizations with frequent and varied training
opportunities saw lower turnover rates than those with limited training options. This suggests that
training not only serves as a means of skill enhancement but also as a tool for fostering organizational
attachment and reducing voluntary turnover. Employees in companies with strong training programs
perceived their employers as more committed to their long-term career development, which led to
greater job security and higher retention.
Safety performance in manufacturing environments, where the risk of workplace accidents is
significant, was notably improved following the implementation of safety-focused training programs.
Employees who underwent specialized safety training demonstrated a substantial reduction in
workplace accidents and near-misses. Data from company safety reports indicated a 25% decrease in
workplace injuries after employees completed safety training sessions. Furthermore, employees
exhibited a better understanding of safety protocols and showed greater compliance with safety
procedures, as evidenced by the lower number of safety violations reported in post-training
evaluations.
This outcome underscores the importance of targeted training in reducing risk and enhancing
employee awareness of workplace hazards. Employees expressed a higher sense of responsibility and
commitment to maintaining safety standards, which also contributed to a safer working environment.
This result supports Kirkpatrick’s Model of Training Evaluation, where the "behavior" level evaluates
how training translates into observable changes in workplace conduct.
The research also identified several factors that influenced the effectiveness of training
programs. For instance, employees who perceived strong organizational support for training (such as
access to resources and encouragement from management) showed more significant improvements in
job performance. Training programs that were tailored to the specific needs of employees’ job roles and
included both technical and soft skills training were more effective than generic training sessions.
Moreover, the frequency of training was found to have a positive impact, with employees who
participated in ongoing training programs showing better overall performance compared to those who
received only one-time or infrequent training sessions.
Employee motivation was another key factor that influenced the outcomes of training.
Employees who were intrinsically motivated, particularly those interested in career advancement and
personal development, were more likely to apply the skills learned in training to their daily tasks,
resulting in higher performance levels. This finding aligns with motivation theories, such as Maslow’s
Hierarchy of Needs, where fulfillment of higher-order needs, such as self-esteem and self-actualization,
leads to increased performance.
Practical implications
One of the key implications of this research is that companies must view training as a strategic
investment rather than a discretionary expense. The study clearly demonstrates that well-designed and
targeted training programs lead to improved productivity, enhanced job satisfaction, better retention,
and a safer work environment. Therefore, manufacturing companies should allocate adequate
resources to ensure that training is comprehensive, consistent, and aligned with both organizational
needs and employee aspirations. This means that training should not be an isolated or one-time event
but an ongoing process. Companies should consider incorporating training budgets into their long-
term planning to support continuous development. Additionally, investments in high-quality trainers,
updated training materials, and the infrastructure required for training delivery (such as technology or
training facilities) should be prioritized. Manufacturing organizations should recognize that training is
an essential tool for maintaining competitive advantage, especially in industries that are rapidly
evolving with new technologies and processes.
The research underscores the importance of employee motivation in the effectiveness of
training programs. Motivated employees are more likely to engage with training and apply their
learning to enhance their job performance. This has direct implications for how companies structure
Silvester Adi Surya Herjuna|| Impact of Training and Development Programs on Employee Performance in the
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Acta Psychologia 148
and present training opportunities. To boost motivation, training programs should be framed not only
as a learning opportunity but as part of an employee's career development path. Manufacturers can
offer training programs that clearly outline how the skills learned will lead to career advancement or
improved job responsibilities. Additionally, the incorporation of recognition and rewards for successful
completion of training modules can serve as an extrinsic motivator. This could include incentives such
as promotions, salary increases, or even public acknowledgment in company meetings. By creating a
system that rewards progress, companies can motivate employees to take training seriously, resulting
in more engaged learners who are committed to improving their job performance.
The findings of the research point to the need for manufacturing companies to tailor training
programs to meet the specific needs of different job roles. Employees working in different departments
or on different machines require specialized knowledge and skills. By focusing training efforts on the
distinct needs of these roles, companies can ensure that employees acquire relevant and actionable skills
that improve their job performance. For example, technical training for machine operators should focus
on the operation and maintenance of specific machinery, while quality control specialists may benefit
more from training that addresses inspection procedures, problem-solving, and quality standards.
Similarly, managerial staff may require leadership and communication skills training, while frontline
workers might need training in safety protocols or customer service. Tailoring training ensures that
employees are equipped with the skills they need to excel in their particular roles, leading to higher
productivity, fewer mistakes, and a more effective workforce overall.
The research also highlights the importance of organizational support for training initiatives.
A supportive culture encourages employees to participate in training and apply what they have learned
in their daily work. To create such a culture, companies need to ensure that training is integrated into
the company’s overall strategy and that employees perceive it as a priority. For practical application,
management should emphasize the value of training by consistently communicating its importance.
Supervisors and managers should act as role models by attending and participating in training sessions
themselves, showing employees that learning is a continuous process. In addition, companies should
allocate time during working hours for employees to attend training, ensuring that it does not add an
extra burden to their already busy schedules. This reduces resistance to training and increases the
likelihood of active participation.
To ensure the continued effectiveness of training programs, manufacturing companies should
implement continuous evaluation and feedback mechanisms. The research shows that training
programs yield better outcomes when companies collect data on their impact, assess employee
performance post-training, and make necessary adjustments. By using performance metrics and
employee feedback, organizations can identify areas of improvement in their training programs and
refine them for future participants. For instance, manufacturing companies can regularly assess the
effectiveness of their training programs by analyzing key performance indicators such as productivity
levels, safety incident reports, and employee retention rates before and after training. Additionally,
conducting surveys or holding focus groups with employees can provide qualitative insights into how
well the training was received and what areas need improvement. This feedback loop ensures that
training programs are continuously evolving and adapting to meet the changing needs of the workforce
and the industry.
The research highlights the positive impact that safety training has on reducing workplace
accidents and improving overall safety performance. In manufacturing environments, where safety is
a critical concern, the practical implication is clear: safety training should be a core component of every
training program. Given that workplace injuries can lead to significant costs in terms of medical
expenses, lost productivity, and reputational damage, prioritizing safety through regular and effective
training can save companies money and improve their workplace culture. Manufacturers should
integrate safety training into every aspect of their workforce development strategy. This could involve
specific safety-focused training for new hires, regular safety refreshers for all employees, and
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149 Acta Psychologia
specialized safety programs for high-risk roles. Additionally, fostering a safety culture where
employees feel responsible for their own safety and that of their colleagues can lead to long-term
improvements in workplace safety outcomes. Training should not only cover the technical aspects of
safety but also engage employees emotionally, reinforcing the importance of looking out for one
another.
Employee retention is another key area where the application of research findings can have a
positive impact. The study shows that employees who receive regular, relevant training are more likely
to stay with their company. Manufacturing companies often face high turnover rates, particularly in
low-skill roles, which can be costly in terms of recruitment and training new employees. By providing
employees with clear career development opportunities through training, companies can significantly
reduce turnover. Employers should focus on creating training programs that emphasize career
progression, skill development, and job satisfaction. Offering employees the chance to gain new skills
and move up the career ladder will not only help retain top talent but also create a more loyal and
motivated workforce. Companies that invest in employee growth show they are committed to long-
term employment relationships, which fosters higher levels of engagement and retention.
Limitations
One limitation of this research is the sample size and its representativeness. If the sample was
limited to a specific group of employees or a few manufacturing companies, it may not reflect the
broader workforce or represent the diversity of manufacturing environments. The performance
outcomes and experiences of employees can vary greatly depending on factors such as company size,
industry segment, geographical location, and organizational culture. As a result, the findings may not
be universally applicable to all manufacturing companies, especially those in different sectors or
regions.
A larger, more diverse sample would provide a more comprehensive understanding of the
effectiveness of training programs across different types of manufacturing environments. Future
research could address this limitation by expanding the sample size to include a broader range of
manufacturing companies and employee demographics.
Another limitation of this research is the reliance on self-reported data from employees and
managers. Self-reported data, such as survey responses or interviews, can be subject to biases, including
social desirability bias or response bias, where respondents may overstate their positive experiences
with training or downplay negative aspects. Additionally, employees might have difficulty accurately
assessing the direct impact of training on their performance, leading to potential inaccuracies in the
reported outcomes.
To mitigate this limitation, future research could incorporate objective performance data, such
as productivity metrics, accident rates, or job quality indicators, to validate the findings and provide a
more accurate picture of training effectiveness. Combining self-reported data with objective measures
would enhance the robustness and credibility of the study's conclusions.
The time frame within which the study was conducted may also present a limitation. The
impact of training programs on employee performance may not be immediately evident, especially in
the manufacturing sector, where learning and skill application can take time. Short-term studies may
not capture the full range of outcomes, particularly those that manifest over an extended period, such
as improved employee retention or long-term safety improvements.
Future research could employ a longitudinal design to track the effects of training programs
over a longer period, capturing both immediate and delayed outcomes. This would provide a clearer
understanding of how the benefits of training evolve over time and whether the improvements in
employee performance are sustainable in the long run.
In examining the impact of training on employee performance, it is difficult to control for all
external factors that might influence performance outcomes. Factors such as organizational changes,
shifts in management, new technologies, and industry trends could all have an impact on employee
Silvester Adi Surya Herjuna|| Impact of Training and Development Programs on Employee Performance in the
Manufacturing Sector
Acta Psychologia 150
performance and might confound the results. For instance, a significant change in company policies or
the introduction of new equipment during the training period could affect the employees' ability to
apply the training effectively.
To address this limitation, future research could incorporate control variables to account for
external factors or use a more controlled experimental design, such as a randomized controlled trial
(RCT). By controlling for these variables, the study would better isolate the effects of the training
programs on employee performance.
This research primarily focuses on the impact of training and development programs on
employee performance in general, without differentiating between the various types of training
programs (e.g., technical, safety, soft skills, leadership development). Different types of training may
have distinct impacts on performance, and the effectiveness of each type could vary depending on the
job role or the manufacturing environment.
Future research could investigate the effectiveness of specific types of training in more detail,
examining how technical training, safety training, and soft skills development each contribute to
different aspects of employee performance. By distinguishing between these different types of training,
companies could develop more targeted and effective training programs.
While the study provides insights into the manufacturing sector, it does not delve deeply into
the industry-specific factors that might influence the outcomes of training programs. Manufacturing
industries vary significantly, with some focusing on high-tech production processes, while others may
involve more labor-intensive tasks. The type of products being manufactured and the level of
technological innovation may also play a role in determining the specific needs for training programs.
To address this limitation, future research could explore how industry-specific factors, such as
technological advancements, production complexity, and workforce composition, influence the design
and effectiveness of training programs in the manufacturing sector. This would provide a more
nuanced understanding of how training impacts performance across different manufacturing
environments.
The study primarily focuses on measurable outcomes, such as productivity and safety
improvements, to assess the effectiveness of training programs. While these metrics are important, they
may not capture the full range of benefits associated with training, such as increased employee
satisfaction, morale, or engagement. Additionally, performance improvements may be difficult to
quantify for certain types of training, such as leadership development or teamwork training, which
have more qualitative outcomes.
Conclusion and implication
This research highlights the significant impact of training and development programs on employee
performance within the manufacturing sector, demonstrating that well-structured, tailored, and
continuous training initiatives enhance productivity, job satisfaction, safety, and long-term retention.
The findings underscore the importance of a supportive organizational culture, employee motivation,
and customized training programs that align with specific job roles and departmental needs. The
implications for manufacturing companies include the need to prioritize investment in training as a
strategic tool for growth, ensuring that training is relevant, ongoing, and integrated into career
development plans. Additionally, creating a culture that values continuous learning, coupled with
regular evaluation and feedback mechanisms, can further enhance training effectiveness, ultimately
improving both individual and organizational performance.
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