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Research Title
Impact of on-the-job Training and Development technique on Workforce Performance with respect to Toyota Motors Company in Automotive Industry
Since we prosper to live in greatly competitive corporate setting and consequently attempting to please the individual stakeholders, training and development are deemed the core of corporate success (Mdhlalose 2020). The main aim of numerous businesses is to attain their mission hence surging the expectation of their stakeholders. To attain the mentioned objective, workforces at entire levels are playing a vital role. It is said that workers who engaged in training proved to be more skilled in relation to the ones who did not. Each business performance and efficacy is reliant on the skilled worker efficiency that might increase with the assistance of suitably designed training sessions (Vyas and Butakhieo 2021).
With regards to Toyota Motors Company as per earlier researchers, it is found that the workers in this company are not competent enough to do their activities in effective way because of training issues. Certain workers identify the relevance of training on their efficiency while certain others might not associate training programs with their efficiency that has driven the scholar to study the effectiveness of training sessions and practices on workforce performance in Toyota Motors (Samson and Swink 2023).
Training and development of workers is considered as a major force to achieve business-oriented objectives. It has been found that the automotive sector is presently being facing problems which eventually may lead to a reduction in the number of employees. It is said that the need for training sessions in the present times to increase the efficiency of workforces by reducing turnover rate is established by businesses. The companies which focuses shareholder and customer gratification are supposed to know the prominence to invest in training, and henceforth recognize the value of employee development (Karam 2019).
The primary aim of this study is to investigate the impact of on-the-job training and development on workforce performance in Toyota Motors Company. The second objectives are mentioned below:
● To study the methods adopted by Toyota Motors Company to provide training and developing its workers.
● To analyze how on-the-job training and development practices of Toyota Motors influence the performance of workers.
● To investigate the challenges faced by Toyota Motors while providing training and developing its workers.
● To recommend Toyota Motors in improving its training practices.
It has been found by Narantuya and Baatarsuren (2023) that on-the-job (OTJ) training is a helpful technique to transfer knowledge from each other. Worker is capable to practice since they acquire through this technique. Another scholar Ash and Rahn (2020) opines that OTJ training is effective when it comes to task-driven action like managing machinery. These training are essential to certify every process is adhered as per the sequences. The similar point was mentioned by Blažič (2021) reflecting that hands-on training might enable workers possess clear view to conduct the activity. It has been posited that workers incline to comprehend superiorly via OTJ training in relation to reading books. This training can contribute to corporate success and surge worker performance as they acquire and do the activity at one go. It is so since workforce is capable to associate directly of their routine functions while undergoing OTJ training. Moreover, as per Nguyen et al. (2021), when worker doing their activity while learning, it really save costs and time. Nevertheless, it is not without any restriction since it is argued by that conflicts may occur should the trainee and trainer possess diverse means of performing tasks that might lead to mistakes in production. Workers can only derive gratification when they feel that they are skilled to do their tasks, when it is attained via effectual training and development programs.
This study will be using primary data for collecting data. The techniques which can be used for collecting primary data for this study entail interview, e-survey, and focus group..
● Interview: The semi-structured interview can be a method to collect primary data in this study. It can be conducted via an interview schedule wherein the scholar makes pre-determined compiled set of questions however the questions may vary relying on what the respondent says. It might be chosen since it is deemed as a flexible technique. Moreover, it might enable the individual being interviewed to respond freely but within the outline of the area of study that surges the relevance of the answers from the respondent. More specifically, it can enable the researcher to explore vital information to respond to the motive and research questions. However, this method possesses limitations also in the way that it is extremely reliant on the competency of the
interviewer. If the scholar is not competent then topics may be missed and comparability may be declined due to diverse words and sequence in every interview (Adeoye‐Olatunde and Olenik 2021).
● E-survey: The online survey questionnaire method can be used to collect data in this study since it is deemed as a straightforward and simply accessible method mainly designed for respondents to answer study questions. This technique will be a rational means to procure numerous kinds of study information and most economical manners. This is chosen as it is cost-effective and versatile way to gather study information (Nayak and Narayan 2019).
● Focus Group: Another major technique which can be useful to collect data in this study entail focus group. It has ability to seek open-ended perceptions and views from respondents. This method will usually consist of nearly 6-12 target participants involved in a discussion with the scholar. The benefits of this approach can be low costs; interactive feedbacks; and profound insights. However, the limitations of this technique may entail inaccurate results and information; and groupthink (Sim and Waterfield 2019).
The data will be analyzed through quantitative and qualitative research techniques. Such methods focus objective measurement and statistical assessment of collected data via surveys questionnaires. Moreover, qualitative analysis will be utilized in assessing and processing the data collected using the survey administration. The study question will direct the scholar in randomly choosing major questions. The data from the survey will be assessed and then interpreted (Ahmad et al. 2019). The responses from the participants will be demonstrated in a tabular form with percentages to measure the degree of answers to the questions asked. Subsequently, a thematic demonstration and assessment of the findings followed as mentioned in the table. After, the scholar will assemble entire results and answers, diligently consideration before interpretation and conclusion will be made on whether training and development is deemed a technique to improve workforce performance. With this method, the scholar will be able to closely investigate the data to recognize common themes such as patterns, topic which come up repetitively (Roberts et al. 2019).
The primary research will be conducted using survey questionnaire technique. The scholar will use Likert scale of 1 to 5 to enable respondents to rate every question. The survey questionnaire will contain an array of questions made to collect information for the data analysis. There will
be two sections in the questionnaire wherein one section will seek to ask demographic information of the respondents whereas the second section will entail the statements in the Likert scale ranges from strongly disagreed to strongly agreed for the participants to select answers which will respond to the research questions. The survey will be made in a manner that respondents will have freedom to demonstrate their opinions in reaction to the question asked without any influence from the scholar (Stavropoulos et al. 2022).
Sample and Sampling Technique
The sample size for this study will be 50 respondents. The data will be gathered from the workforces at Toyota Motors Company who will be target population for this study. The participants will be chosen using the probability sampling technique namely simple random sampling. This method is chosen since the scholar will make generalisations about a population. The benefits of choosing this technique entail its lack of biasness, and its simplicity. It is said that to certify the responses’ quality and obedience to research ethics, engagement of the survey are stringently voluntary and in absence of any obligation (Bhardwaj 2019).
Implications and Contribution to Knowledge
The findings of this study will offer direction to either refine or establish the training and development sessions. Besides, it will facilitate the managers to certify a suitable procedure of training and development sessions via the company. For scholars, this study will serve as a reference for other scholars that might be carried out in identical subject area in the forthcoming.
2. Literature Review
This part of the research encompasses review of current and previous applied studies linked with the research questions. Moreover, the study of training and development strategies of Toyota Motor Company is the area of concern for researchers for the long-term. Various researchers were carried out by diverse scholars related to this topic. Besides, this part encompasses a review of peer-reviewed literature, past thesis, and research gaps.
According to Shahreki (2019), HRM (human resource management) is deemed as a process which helps companies hire, select, and enlarge personnel in the organisation. It is deemed a centre managerial attribute in any kind of company and it develops the maximum crucial condition for company overall performance. Another scholar Alshammari (2020) found that HRM is the managerial attribute within companies engaged with humans and their associations at the workplace. The foundation of HRM is that entire workers at the workplace are capable of acting and it is only the duty of managers to consider the correct procedures and systems to surge efficiency (Rondi et al. 2022).
It is stated by Piwowar-Sulej (2021) that HRD (human resource development) as a range of corporate activities is defined as an array of organised tasks carried out in a definite time and made to generate behavioural changes’. Moreover it is stated by Anwar and Abdullah (2021) that HRD encompasses a set of diverse and intricate actions like development, training, and learning. This concept intends to make learning more effective and efficient. It is found to be a vital operation of HRM focused on scheduling and managing individual’s learning. Moreover, the HRD team advocates line managers training practices in companies and leads to corporate learning. Particular aspects entail improving learning competencies of workers, establishing learning as a mutual accountability, perceiving learning as a part of the employment specification, and nurturing situations that enable corporate learning (Herrera and de las Heras-Rosas 2020). It has further been stipulated that this operation improves vital abilities to fulfil corporate challenges and variations. It is furthermore focused on choosing the ideal delivery systems for HR abilities and companies’ and individuals’ development (Chaudhary 2020). Another scholar Dirani et al. (2020) found that HRD is deemed an integrated corporate operation instead of a sole corporate unit. Moreover, it must be incorporated with corporate goals, and must be perceived as a capitalization in competency instead of an employment cost.
As per Sheeba and Christopher (2020), training is described as the systematic refinement of the abilities, data, and behaviour of the workers to act their needed activities successfully. Moreover, it has been defined as the development intended to refine the workforces’ efficiency in their job. The function of training is to establish the efficiency of the trainees and it can just be gauged via the actual setting of the workplace. Another scholar Ozkeser (2019) found that motivation and involvement of workers might be impacted by surging the favoured know-how, abilities, and competencies to conduct activities and all that might have attained by acts for effectual training sessions.
It has been stated by Piwowar-Sulej (2021) that training is an essential part of HR development. It is supposing every vital role in awakening of the progression of technology that has led to ever-increasing competition, increase in client’s needs for excellence and service and a further necessity to lessen costs. Besides, it has become more crucial worldwide to prepare workforces for novel jobs. As opined by Čiučiulkienė et al.(2022), it is said that training is defined as a procedure to equip the workers with the needed know-how, abilities and outlook to deal with the job accountabilities. Workforce development is defined as the refinement of the workers’ abilities for forthcoming ecological demands and adjustability. Moreover, training and development is defined as a scheduled procedure to optimise outlook, know-how or skill action via learning experiences to attain effectual performance in a set of tasks (Johnson et al. 2020). Companies have been providing numerous training programs to fulfil their corporate desires. These can entail content on information technology and systems, procedures, and corporate practices, industry-definite training, supervisory training, and more (Gajdzik and Wolniak 2022).
Companies which seize training and development strategies are capable of retaining their clients, vendors, investors, and other stakeholders in the long-term since these are considered as more reliable and superior overseers of the interests of numerous stakeholders. It converts into superior fiscal efficiency for the company (Al Aina and Atan 2020). It has further been stated by Sinambela et al. (2022) that a business which pursues to train and establish its workers suitably and reward them for their efficiency has its workers stimulated and hence are more probable to involve in their work henceforth refining their efficiency and trustworthiness to their business. Such similar workers being the point of contact with clients might offer superior services, contributing to more repetitive business and more referrals from the gratified clients. The surge in sales via recurring business might convert to a surge in the profitability hence refining investor’s investment. The investors are henceforth benefiting from the enhanced returns on their investments and might select to surge their investment into the business (Croce et al. 2020).
A study by Khan and Abdullah (2019) specifies that core development means a procedure undertaken intentionally by companies to develop its workers to fulfil forthcoming challenges. Managers utilise such a procedure to establish appropriate HRD programs which certify workers are skilled and their abilities are improved as they rise the company's ladder to hold positions of greater accountabilities. It has further been argued that career development enables the company's objective of demonstrating an expressive growth-oriented yet supple pathway to its workers (Zhang et al. 2020). Another researcher Sima et al. (2020) found that IT (information technology) has been considered a driver of HRD. It has examined further links between IT and efficiency, and found that IT alone can’t generate sustainable performance benefits in the company but that businesses had attained benefits, by utilising IT to leverage efficiency. It is stated by Licy Varghese et al. 2023) that a diligent usage of training techniques might be extremely cost-effective in the view of utilising suitable techniques. Besides, it is found that when a surge in the training techniques is not suitable, trainees might finish not benefitting from the activity. According to brahim et al. (2020), there are two types of training methods namely OTJ (on-the-job) training and off-the-job training.
As per Korpi and Tåhlin (2021), OTJ is the most common strategy to training which ranges from the particular naive strategy that entails verbal commands or demonstrations of how to utilise tools and other equipment. It has been found by Narantuya and Baatarsuren (2023) that on-the-job (OTJ) training is a helpful technique to transfer knowledge from each other. Workers are capable of practising since they acquire this technique. Another scholar Ash and Rahn (2020) opines that OTJ training is effective when it comes to task-driven action like managing machinery. It is found to be effective in establishing and practising definite management, leadership, technological, manual, and other abilities required by the company to refine competitiveness. Also, it is beneficial in terms of immediate and reality as the trainee functions, acquires, and establishes expertise at the similar time. It has been argued further that OJT training emphasises the acquisition of abilities at the workplace , usually under usual workplace situations. These training are essential to certify every process is adhered to as per the sequences. The similar point was mentioned by Blažič (2021) reflecting that hands-on training might enable workers to possess a clear view to conduct the activity. This training is found to be utilised to establish workers and usually entails verbal as well as written guidelines, demonstrations, and observation and hands-on practice imitation. It further entails induction; refresher training, and apprenticeship.
It has been posited by Hyasat et al. (2022) that workers incline to comprehend superiorly via OTJ training in relation to reading books. This training can contribute to corporate success and surge worker performance as they acquire and do the activity at one go. It is so since the workforce is capable of associating directly with their routine functions while undergoing OTJ training. Moreover, as per Nguyen et al. (2021), when workers do their activity while learning, it really saves costs and time. Nevertheless, it is not without any restriction since it is argued that conflicts may occur should the trainee and trainer possess diverse means of performing tasks that might lead to mistakes in production. Workers can only derive gratification when they feel that they are skilled to do their tasks, when it is attained via effective training and development programs.
According to study by Pastore and Pompili (2020), it is stipulated that off-the-job training might be essentially to get away from the instant workplace setting to a place wherein the anger and rush of work is removed. It facilitates the trainees to study theoritic information or be open to novel and creative notions. Such a sort of training happens on specialised courses or in a training area which has particularly been equipped and occupied for training. These entail lectures, conferences, case-studies, training by managerial institutes, and more.
It has been found by Varshney and Varshney (2020) that workers should know what they require to act to perform their work effectively. Establishing performance expectations and objectives for people and teams to channel their attempts to attain corporate goals. It has further been found that getting workers engaged in the scheduling procedure assists them in understanding the company’s goals, what requires to be conducted, why it requires to be performed, and how well it must be done. It is asserted by Al Aina and Atan (2020) that performance expectations require to be understood and wherever possible, to engage the contribution from the workers. Since people can not always regulate their outcomes, it is vital to possess behavioural targets and output goals. It is suggested that there is a personal development schedule that might subsequently underpin the attainment of goals. Management of workforce performance each day is considered as vital to a successful PMS (performance management system). Setting of goals, ensuring expectations are clear and offering prompt assistance individuals do most effectively.
It has been asserted by Niati et al. (2021) that goal-setting entails management and subordinates collectively developing and clarifying workers’ goals. This impacts performance via impacting what individuals perceive and act by emphasising their behaviour in three directions of goals,
energise behaviour, stimulate individuals to suggest efforts to approach complex goals which are expected and clarifies responsibilities. Scholar Sugiarti (2022) found that engagement persuades workers that the objectives are attainable and might surge motivation and efficiency. It is stated that clear performance expectations are deemed a vital force in teamwork victory, whether an individual’s goal is to establish a project team, departmental team, or a sense of teamwork, clear expectations advocate teamwork victory. Moreover, usage of such expectations to assist workers establish responsible, fruitful, meaningful, collaborating teamwork.
As per Laing (2009), it is asserted that the excellence of workers and their development via training are deemed vital forces to determine long-run profitability and optimal efficiency of companies. It is stated that to recruit and keep excellent workers, it is considered as an effective policy to capitalise on the growth of their competencies, know-how and skills so that worker and corporate productivity might surge. Another scholar Wingard (2019) stated that conventionally, training is offered to a novel worker only. It is considered an error as constant training for present workers assists them adapt promptly to varying needs of the job. It is found further that companies which are dedicated to quality capitalization in training and development of its workers. There have been instances of various companies such as Motorola, Xerox Business Products, and others which have spent significantly on training each worker quarterly. It is stated that training and development is a vital duty of the human resource management department in companies specifically as workers need novel abilities, skills, and know-how that must not be cost-effective as majority of government companies are involved in (Paap 2020).
Another study Sugiarti (2022) found that the company might be the paramount beneficiary considering that the training and development have particularly been capitalised in the workforce. Further, human assets as resources lead to business efficiency and development. Therefore, to surge the business as well as worker performance, training and development are executed to refine worker performance. Internationally, diverse companies offer training and development sessions to their workforces to refine their abilities and competencies. Such sessions might assist workers equate their talents with the novel needs of their occupation and confirm the business’s development and advancement. It is simpler for workers to fulfil appropriately at the workplace with previous training, and the efficiency of skilled workers surpasses that of untrained. Therefore, companies should train their workers to attain their entire objectives better (Blaga et al. 2021). The reward of training and development surpasses
the great fiscal training costs as training leads to greater efficiency at the worldwide corporate level. Therefore, companies will always keep their workers at a higher skill level to maintain their co-worker’s competitive advantage. Besides, training and development might refine workforce efficiency, refining business efficiency. It is crucial to improve workers’ competencies, and training further impacts the ROI (return on investment). Therefore, training is provided to the business’s workforces to refine the company’s and its workers’ efficiency (binti Aziz et al. 2022).
It is found by Beydoun and Saleh (2023) that management abilities and sufficient decisions depend extremely on proper training. It is further a vital element in leadership development, making a vital force in a company’s success. Training schedules are deemed the managerial practices to facilitate workers to refine their convenience and welfare at the workplace. Besides, extraordinary techniques entrenched in a scheduled learning component should demonstrate a company’s culture and movement from single-activity management to comprehending professional ability, innovation, and evolving condition-solving. It is found further that workforce development sessions entail a range of teaching methods, plans, and assisting learning settings which certify workers refine their abilities and later implement them to their employments to optimise company’s efficiency. Such sessions are vital to preserve financial stability and marketplace competitiveness. Though expensive, worker training spendings keep a company’s place in the sector.
Scholar Anwar and Abdullah (2021) stated that training is crucial for workforces and companies efficiency to assist them improving the value of work and increase the profits while keeping company stability secured, declining threat to evade more expenses. All this with skilled workers, companies can establish in management, and initiate to alter the structure of the company as nationwide and global entities, it is recommended that training must be associated with the company’s missions and goals of efficiency. The corporate efficiency and efficacy eventually impacted by training sessions which must be carried out from time to time as vital action. A study Hancock and Schaninger (2020) found that one of the major attributes of the company is trained and skilled workers, the educated worker can attain persistent goals while training sessions can prepare workers to conduct the performance of their company and refine abilities so management can form and hold a workforce of expert and fruitful workers.
Moreover, a scholar Kurdi and Alshurideh (2020) stated that training is an extremely vital and challenging issue for the companies to establish their workers’ performance that ultimately refines its development and success. It is not just fruitful for the companies, but also for the workers. It is found that when a worker gets training for the area he functions in, his efficiency
might surge, which affords him superior chances for workplace development. Training is an extremely fruitful issue for the workers since they can refine their performance and hence a rewarding issue for them. The training can encourage the workers for novel notions which might assist them perceive innovatively while performing their work. It can further offer them the ideal means to perform the job with higher excellence and minimal efforts. The advantage of training is surging the capability to choose novel techniques, approaches, and techniques in the production procedure.
It is stated by Na (2021) that OTJ training is found to attain a greater level of recognition by workers, their leaders, and training experts for its relevance in assisting people become superior performers. Also, it is found to facilitate management of businesses to superiorly accelerate to resolve the issues related with workforce performance. Another scholar Radeva (2019) found that OTJ training does not just improve the workforce resourcefully, but also offers them a chance to virtually learn their jobs and do more competently. Therefore, it increases not just worker’s productivity but also company’s productivity. It has been found that OTJ training is deemed the most universal technique to optimise the workers’ productivity and converse corporate-wide goals to workers. This kind of training is further found to affect the workforces’ behaviour and their functioning abilities that contributes to workers’ improved performance and positive changes. It is also asserted to be the most successful means to motivate and retain higher quality in human assets in a company. Apart from that, it is a way to enhance worker commitment and grow their potential. It is a method which essentially impacts the effective fulfilment of a company's goals and objectives. Nevertheless, the optimal objective of each company is to produce higher incomes and surge profitability and a crucial technique to attain this is via an effective workforce. Therefore, an employee is only effective when the suitable training and development is offered for them and hence contributing to productivity (Mahadevan and Yap 2019).
A study conducted by Soliman (2020) found that training is considered as a pivotal method for Toyota Company for the continuous development of its business. The brand is successful in establishing Toyota Academy that aims not only for the worker training but also for the DCs (distribution channels) training and external skakeholder’s training. Nevertheless, it is found that the training provided by Toyota Academy has experienced a transformation partially because of the variation in corporate model because of digitialized transformations. The techniques chosen by this company is the mixture of remote and offline classes. The practice
annel namely WeGrow that is aimed for training and employee development in the Toyota organisation. The components of this practice entail social learning; knowledge management; and smart learning. It has been asserted by TKM (2015) that this brand’s trainers developed demanding objectives which helped a worker to improve their efficiency. The training and coaching sessions in the Toyota Motors helped individuals to win the group level, corporate level, and shift level capabilities competitions.
It has been stated by Khan (2019) that employee training in the Toyota Motors is found to provide improved abilities and knowledge in services’ delivery and development of products. This enables the workers to be well-prepared in this emphasis for quality work. This is asserted that the competency of employees in this business is offered a major focus and it needs to experience a process. According to Mahardika and Luturlean (2020), this company conducts training for younger workforces with a focus on real problem solving techniques to refine practical problem solving abilities. The brand has comprehensively developed and implemented training to optimise the managerial competencies of management, and global training for workforces at foreign associates to strengthen practical skills in implementation of the Way outline of the business. Another study Poorani and Krishnan (2021) found that Toyota Motors offers workforces with varied training techniques to improve their capabilities that includes OTJ (on-the-job) training, personal training, classroom training, and so on. It has further been found that this company supposes that real learning emanates from OTJ method which has enabled the employees to hold the novel work strategies and really understand the theories and their objectives.
With respect to workforce development strategies, it is found that the Toyota Motors promotes employee development with the career support programs (CSPs) which provides manageable support for workforces. Besides, it is stated that the developmental initiatives considered by this company to construct workforce abilities are in areas of internal tasks in organisation; cross-company activities; job rotations; and training techniques (Toyota Motor, 2017). It is stipulated by Oudhuis & Tengblad (2022) that there have been various global analyses for this company that stimulated the employees to superiorly know the tactical directions of the business in other countries while establishing soft competencies appropriate for the international work setting. It is found further that the job rotation practice in this company is adopted that nurtures rotations between various corporate segments for the expansion and growth of knowledge and abilities of workforces. Another study by Marin (2020) found that the Toyota Company possesses an entire dedication to employee development by way of
promoting growth through innovation and work. Besides, the business converses successfully on the basis of the “Toyota Way” and the function of each worker in achieving it. This concept refers to a business's strong orientation towards collective activities through increasing the abilities of each employee to operate in a synchronised way to a common objective. Also, the development of higher performing groups in the Toyota Motors is met through continuous corporate design and distinctive actions focused on improving the crucial factors in performance. The factors may include competencies’ development, decisions, business structure, duties and responsibilities, rewards, competency for innovation and change management, and more.
It has been asserted by Ross et al. (2019) that the consumer decisions are rapidly varying. The workers need to prepare with the right competencies to offer excellent services in a vigorous environment. Toyota is found to face challenges in terms of positively responding to the novelty with the attitude of learning and fragmenting the mental blockage as the business progresses into the forthcoming of evolving consumers and marketplace behaviours. Furthermore, it faces challenges in the area of reskilling digitalized work and adjusting to distant learning. Besides, it confronts with the challenge of fully rejoicing the benefit of the opportunities which the novel digital techniques provide its company particularly wherein automation may free-up time for employees, stimulating them to focus adequately on valued-added work.
It is found by Foroughi (2021) that the challenge of distant work has not been managed satisfactorily in this Automotive Company such as in assisting the competency gaps, and transparent communication. It has usually influenced the whole performance of the training programs of Toyota and lessened the advantages. Besides, the company’s trainers need to adjust rapidly as these may no longer offer training in a full classroom but instead via digital channels. The performance of the training sessions in such a situation was improved because of the virtual teaching forms. The sessions of training are made utilising digitised techniques, video sessions, and more. The business must constantly invest in online training sessions because of its various advantages. It is also asserted that the e-learning channels made by this brand have contributed to generating more compliant workers who own the entire information required to perform a job.
As opined by Matsuo (2015), the successful training techniques at Toyota Motors like moving to digital training sessions in-built have saved its business nearly $ 5.7 million during a period of time. It is found that the usage of OTJ training in this company has promoted learning jointly
through one-on-one communications between trainer and subordinate. The practices of training further have established the common skills of workers with one to three years of experience through knowledge transfer from seniors. Besides, technological development sessions have contributed to refine the knowledge for performance, improvement, and creativity in this company.
Workforces, being the important part of the business, proves to be an effective means of attaining competitive benefit. It is said that training is the sole means to develop corporate intellectual property via developing workers abilities (Munteanu et al., 2020). Therefore, based on the above literatures, below proposition might be drawn:
Those workers who get regular successful training sessions are more capable of doing well at the workplace by surging the work quality, therefore attaining corporate-wide motives and attaining competitive benefit (Mdlalose 2020). The relation between training and development and workforce performance is shown in following model:
3. Plan B
The plan B for the primary research technique can be interview technique using telephonic medium.
The plan B for the data analysis can be narrative content analysis to analyze qualitative data collected.
The plan B for the primary research can be semi-structured interviews. The scholar will develop an interview guide including 5 questions only to ask from respondents. The telephonic interview will be conducted without any biasness.
The plan B for the sampling technique will be purposive sampling technique.
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