The Impact of Training and Development on Employee Engagement in Malaysian Service Companies: The Mediating Role of Work Motivation
DOI:
https://doi.org/10.53797/ujssh.v5i1.6.2026Keywords:
Training and Development, Employee Engagement, Work Motivation, Social Exchange Theory, Malaysian Service SectorAbstract
In the wake of the post-pandemic "Great Resignation," employee engagement has become a strategic imperative for the Malaysian service sector, which currently faces significant challenges in talent retention. While Training and Development (T&D) is widely recognized as a tool for skill enhancement, its psychological mechanism in driving behavioral engagement remains under-explored. Grounded in Social Exchange Theory (SET), this study examines the impact of T&D on Employee Engagement and investigates the mediating role of Work Motivation. Data were collected via a self-administered survey from 285 full-time employees across key service sub-sectors in Malaysia, including finance, retail, and hospitality. Partial Least Squares Structural Equation Modeling (PLS-SEM) was employed to test the hypothesized relationships. The findings reveal that T&D has a significant positive direct effect on both Work Motivation and Employee Engagement. Crucially, the analysis confirms that Work Motivation partially mediates the relationship between T&D and Employee Engagement. These results suggest that training initiatives are most effective when they not only improve competence but also ignite employees' intrinsic drive. The study contributes to the literature by elucidating the "black box" of HR practices in a non-Western context and offers actionable insights for managers to redesign training programs that foster a highly engaged and resilient workforce.
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