HRMARS - Employee performance is a key factor in determining organizational productivity, efficiency, and competitiveness (Armstrong, 2014). In manufacturing industries, particularly the automotive sector, employees must regularly update their skills to keep pace with rapid technological changes and evolving operational requirements (Schuh et al., 2020). This study investigates the relationship between four training—Training Needs Assessment (TNA), Training Design (TD), Training Delivery (TDR), and Training Evaluation (TE)—and employee performance (EP) in automotive manufacturing companies located in Ipoh, Perak, Malaysia. A quantitative research approach was adopted, using survey data collected from 278 non?managerial employees across four firms. The questionnaire measured training and employee performance using a five?point Likert scale. Data were analyzed with SPSS statistical software, including reliability testing, descriptive statistics, correlation analysis, and multiple regression analysis. The findings show that all four training have significant positive relationships with employee performance. Regression results demonstrate strong explanatory power (R² = 0.709), indicating that training collectively explain a substantial proportion of variance in employee performance. These results support Human Capital Theory, which emphasizes that investments in employee training improve individual capability and organizational outcomes (Becker, 1993), and align with Kirkpatrick’s Four?Level Model of training evaluation (Kirkpatrick & Kirkpatrick, 2016). The study contributes to the literature on human resource development by providing empirical evidence from Malaysia’s automotive manufacturing sector. Practical implications suggest that organizations should adopt comprehensive training systems that integrate needs assessment, structured design, effective delivery methods, and systematic evaluation to strengthen workforce capability and organizational performance.
Nagayah et al. (2026) studied this question.