The Impact Between on-The-Job Training and Employee Performance

Most studies are done on the teachers and nurses but few on the manufacturing employees. According to the previous study, in 2016 product, process design and manufacturing are the most requested training with a percentage of 32% and it has increased in 2017 to 41%. Therefore, there is an emerging need for companies to create formative plans in organizing training. As most of the manufacturing companies are using on-the-job training, it is essential to study the relationship between on-the-job training and employee performance. This research is aimed to investigate the relationship between on-the-job training and employee performance in manufacturing companies. The study was based on the following objectives: (i) to determine the level of employees’ perception towards on -the-job training in manufacturing companies; (ii) to identify the level of employee performance in manufacturing companies; (iii) to examine the relationship between on-the-job training and employee performance; (iv) to investigate the impact of on-the-job training towards employee performance in manufacturing companies. A sample of 101 employees from the southern region of Malaysia (Johor, Melaka & Negeri Sembilan) were selected as respondents. A purposive sampling method has been used to determine the sample. This study is quantitative study. Hence, questionnaires were being used and the data was analyzed using Statistical Package for Social Science (SPSS). To achieve the objective of this research, descriptive analysis, mean score, Spearman correlation and linear regression were used. The findings discover that both th e level of employees’ perception towards on -the-job training in manufacturing companies and the level of employee performance are high. Meanwhile, the relationship between on-the-job training

from being involved in the workplace accidents (Chepkosgey et al, 2015) and reduce the cost of implementing the training as it can save money for materials as well as the trainer's salary (Bafaneli & Setibi, 2015).From the perspective of the trainees, they feel more confident in performing their duties as they are learning in practical ways which are easy to adopt and retain rather than theoretically (Pulley, 2016).Hence, no matter in what industries they may be, training practices could assist the employees in becoming better in doing their task which then lead to success in terms of job performance (Noe & Kodwani, 2018).However, training and development is always said to have limitations.This is because whenever the economy slows down or decreases in profit, organisations will first cut down their training budgets (Abdullahi et al., 2018).Little did they know that by cutting the training budgets, high job turnover will be more likely to happen which organisations later need to recruit new employees that could incur more co and lower down their profitability (Abdullahi et al., 2018).Furthermore, there are studies done by Tukunimolongo (2016) where the researcher found an alarming issue in the Mumias Sugar Company in Kenya which related to the unskilled workers who got promoted but provide low quality services.Halawi & Haidar (2018) also found out a stressful situation in Lebanese where the managers are expected to give more output due to a dynamic economy which pressured the employees to produce more outputs and better performance.Schallock et al., (2018) stated that on-the-job training is proven to be helpful in manufacturing companies where it assists the employees to keep the company sustained.Similar study should be done towards the manufacturing companies to enhance their employee performance in producing goods as they are more focused on practical rather than theoretical.Amlus et al (2015) also stated that training can contribute to the manufacturing capabilities.However, most studies are done on the teachers and nurses but few on the manufacturing employees.According to the study conducted by Piñol et al (2017) in Barcelona, it discovered that in 2016, product, process design and manufacturing are the most requested training with a percentage of 32% and it has increased in 2017 to 41%.Therefore, there is an emerging need for companies to create formative plans in organizing training.As most of the manufacturing companies are using on-the-job training, it is essential to study the relationship between onthe-job training and employee performance.This is supported by Ahadi & Jacobs (2017), where they stated that, there is a need to further study on the on-the-job training to get more clear insight whether on-the-job training reacts differently on different setting and environment and whether on-the-job training is more beneficial in increasing employee performance than other types of training as different types of workers react differently towards a method.Therefore, it is significant to investigate further on the relationship between on-the-job training and employee performance in Malaysian manufacturing companies.

Purpose of the Study
The purpose of this study is to determine the employees' perception towards on-the-job training in manufacturing companies while identifying the level of employee performance in manufacturing companies.Researchers will also examine the relationship between on-the-job training and employee performance and investigate the impacts of on-the-job training towards employee performance in the manufacturing companies in the southern region of Malaysia which are Johor, Negeri Sembilan and Melaka.

On-the-job Training
According to Sleight (1993), the earliest kind of training happened in antiquity where learning is not required to read or write but only through direct instruction.That was the start of onthe-job training.On-the-job training is usually used to educate the employees regarding their actual task.According to Abdiwali & Musa (2019), on-the-job training is when employees are given training while conducting their regular work at the same working venues.Chepkosgey et al (2015) stated that on-the-job training refers to new or inexperienced employees that learn through observing peers or managers in performing the job and try to imitate their behaviour.Sleight (1993) stated that on-the-job training is beneficial as it can give instant feedback regarding what the learners are doing whether it is right or wrong and learners are able to do the correction immediately.It can be supported by Dhliwayo & Nyanumba (2014) that stated feedback is important and found to be positively related to one's perception of learning transfer.Furthermore, on-the-job training is claimed to be inexpensive as there is no special equipment needed to undergo the training (Sleight, 1993).It can be supported by Jacobs & Bu-Rahman (2012) that mentioned when an employee needs to go for on-the-job training it does not demand any special resources from the organization.Moreover, as on-the-job training takes place while working, there is no transfer of training required as it is realistic (Sleight, 1993).Jacobs & Bu-Rahman (2012) also mentioned that on-the-job training can facilitate the transfer of training as it occurs at the work setting.In this study, the concept of on-the-job training originated from the social learning theory by (Bandura, 1977).This theory describes that the way people learn is from observing others and imitating them.It can be supported by Edinyang (2016) where at some points, if the behaviours are being repeated, people would be able to imitate and reproduce the behaviour.Wilson et al (1980) have stated that social learning theory was found to be quite feasible for the application of on-the-job training.This is supported by Tukunimulongo (2016) which mentions that social learning theory has been applied to industry in two ways, which are in terms of teaching managers in dealing with human relations effectively or it is being used to predict which subordinates will imitate the behaviour of a supervisor.Hence, social learning theory can also be applied to on-the-job training as they observe the supervisors or peers showing them how to perform the assigned task.According to Fryling et al (2011), the actions are being stored in the brain when it senses the action and immediately imitates them.This can be strengthened by Edinyang (2016) who mentioned that humans can control one's behaviour through self-regulation where they observe, make judgement, and respond towards it.This explained well on how social learning theory works on on-the-job training and how it will affect employees' performance.

Employee Performance
Employee performance has been measured over the last 100 years.It has existed as early as 1900.Frederick Taylor is the one who first measured employee performance which was known as the scientific management theory.According to Sultana et al (2012), performance can be defined as an achievement of completing specific tasks measured against predetermined requirements of accuracy, completeness, cost and speed.Tukunimulongo (2016) also mentioned that employee performance is normally looked at in terms of the outcome and behaviours that were measured against the performance standard set by the organization.There are several variables to measure employee performance.According to Al-Mzary et al (2015), it includes quality or quantity of work, planning or organizing, initiative or commitment, teamwork or cooperation and communication.Alshuwairekh (2016) defines performance as how well a person's attitude in completing tasks and it will be assessed based on the number of sales, numbers sold, communication, decision making and problem solving.Meanwhile, Jehanzeb & Bashir (2013) mentioned that good performance and attitude mainly depends on the perception of the employees.Further explained that when employers decide to care about the interest of the employees, the employees will respond with optimism that could support the organization.Based on the study conducted by Pradhan & Jena (2017), they concluded that performance could be measured from 3 dimensions which are task performance, adaptive performance, and contextual performance.It does not only measure the outcome of the work, but also the adaptability and behaviour around peers.It is said that by measuring the 3 dimensions, it has completed in measuring the overall employee performance.Hence, the model of employee performance that has been used in this study is The Triarchy Model of Employee Performance that was developed by Pradhan & Jena (2017) to provide a better understanding on the behavioural factors that influence employee performance.In this model, employee performance consists of three dimensions which are task performance.Task performance refers to a pattern of behaviours that are directly involved in producing goods or services that may indirectly provide support for the organization's core technical process (Pareke et al., 2016).Zakariah & Fadzilah (2018) describes task performance as performing the prescribed task.Meanwhile, Houdmont & Leka (2010), refers to task performance to be the behaviour of an employee that directly supports the goals of the organization.Hence, this dimension explains that employees who can perform their task efficiently are considered as having high task performance.
Adaptive performance refers to one's job behaviour that can meet unpredictable and dynamic task environments due to the uncertainty in organizational environments (Huang et al., 2013).It measures how employees would react and alter themselves to new environments or tasks.According to Charbonnier-Voirin & Roussel (2012), it describes adaptive performance as the ability to adapt with the dynamic work situations.Hence, this dimension is focusing on the employee's adaptability in the changing work situations.
Contextual performance refers to an extra role performance where it is not stated in the job description, but the behaviours are believed to be promoting effective functioning of an organization (Kalia & Bhardwaj, 2019).In other words, contextual performance or also known as citizenship behaviour is an action that goes beyond the formal job descriptions and that it increases the organizational effectiveness (Demerouti et al., 2014).Hence, it is considered as indirectly influencing organizational productivity.To conclude, this dimension focused on the volunteer behaviour in doing extra work or helping colleagues.

Relationship between on-the-job training and employee performance
There are many different dimensions used in employee performance.Most of the research adaptive performance and contextual performance (Refer Figure 1).(2016), purposive sampling is convenient for researchers to choose a particular person or settings that can necessarily provide information related to the study rather than choosing a random sample that has no relations.In this study, 101 employees have answered the questionnaire.In order to measure those variables, this study used questionnaires that were adopted by Ngari (2015) for on-the-job training and Pradhan & Jena (2017) for employee performance.There are four items for on-the-job training and twenty-three items for employee performance.In employee performance, it has been divided into three dimensions which are task performance, adaptive performance, and contextual performance.State how many items per variable, how many dimensions.In order to determine the validity and reliability of the instruments used in this study, a pilot study has been conducted.The content validity was conducted to ensure that the survey questions operate well and ensure that the research instrument functions well.The questionnaires have been validated by two content experts in organizational lectures regarding training and development.After that, the reliability test was conducted with a total of 15 employees from manufacturing companies in Johor Bahru.The result from the reliability test shows that the questionnaires are reliable at the value of α=0.80 (Baskeran, 2016).In finding the results, the data collected has been analyzed using Statistical Packages for Social Science (SPSS) through performing descriptive and inferential statistical analysis.Descriptive analysis being performed to get the definitive description of the demographic information, level of employees' perception towards on-the-job training and level of employee's performance.Meanwhile, inferential statistics including correlation and linear regression were performed to find out the relationship and impact of on-the-job training towards employees' performance.

Findings on the level of employees' perception of on-the-job training and employee performance in manufacturing companies
In order to find out the level of employees' perception of on-the-job training and employee performance in manufacturing companies, descriptive analysis (mean and standard deviation) has been used.As stated in Table 1, the level for both variables were high with the mean value of 4.23 and 4.12.This high level demonstrates that most of the respondents agree that onthe-job training enhances employees' working skills.In addition, the level of employee performance is also high as most of the respondents have high task performance, adaptive performance as well as contextual performance.

Findings on the relationship between on-the-job training and employee performance
In examining the relationship, Spearman correlation has been used.As portrayed in Table 2, this study found that on-the-job training is positively correlated with employee performance.The relationship between on-the-job training and employee performance is medium with a value of r=0.579.It can also be seen that it is significant and shows strong evidence since p<0.01.Based on the result, it can be said that when on-the-job training is being given, the higher the employee performance will be.Hence, the null hypothesis is accepted and there is a correlation between on-the-job training and employee performance.4 shows that p value is less than 0.05 (p<0.05) which indicates that there is a significant impact of on-the-job training towards employee performance.

Discussion on the level of employees' perception of on-the-job training in manufacturing companies
From the findings, the level of employees' perception towards on-the-job training is high.Most of the respondents agree that on-the-job training has helped in increasing their working skills.Moreover, the respondents also felt that on-the-job training has increased their productivity at work which contributes to the positive effects on the customers' satisfaction.This can be supported by Timsal et al (2016) where it stated that effective training programs have shown positive customers' feedback.In addition, the respondents also felt that on-thejob training may have contributed to their wage increment.Wage increments are seen to be an added value for on-the-job training as it might motivate the employees to do well (Jayakumar & Sulthana, 2014;Timsal et al., 2016).Overall, most of the employees feel that on-the-job training is very helpful in terms of additional skills, productivity, customers' satisfaction, and wage increment.

Discussion on the level of employees' performance in manufacturing companies
Based on the findings from the data analysis, it shows that the level of employee performance in manufacturing companies is high.This is in line with Shem & Ngussa (2017) who had a high level of employee performance.They further discussed that it might be due to the training that has been given whether it is on-the-job training or off-the-job training.Moreover, all the three dimensions are high level too.This indicates that by attending on-the-job training, employees can perform their task performance, adaptive performance and contextual performance very well.In this study, the contextual performance among the employees was very high which indicates that they always extended their help when the co-workers needed it.They shared their knowledge and ideas among the team members which can stimulate effective communication in solving problems and decision making which in return helps them in completing the organizational task.
The task performance also shows a significant high level after the contextual performance where the majority of those who attended on-the-job training can complete their assignments on time without much supervision and are still able to maintain a high standard of work.Shem & Ngussa (2017) has also agreed that by attending on-the-job training, employees are able to work independently without close supervision as they are used to the surroundings.
Based on the findings in this study, the lowest level was the adaptive performance.Although it has the least overall mean, the level of employee performance is still considered as high.This most probably because of the dispersion of findings in this dimension.To be highlighted, some of the employees have problems with the job flexibility.However, at the same time they can cope well with the organisational changes.This is important as the innovation keeps on changing where the employees need to keep updating themselves to cope with the challenges of the new innovation (Chepkosgey et al., 2015).Hence, with the help of on-the-job training, the level of adaptive performance can be high when dealing with the changes.This study also found that majority of them are able to accept criticism to improve themselves.This may be due to the employees who are taken it as constructive criticism that helps them in improving.Dhliwayo & Nyanumba (2014) said that trainees should learn to take the negative feedbacks as a constructive criticism as it will help them in improving their work task and correct the mistakes that have been oversees.
In conclusion, the results show that the employees in the manufacturing companies are able to perform well in their task performance, contextual performance and adaptive performance.These findings are in line with previous research concepts and theories that had been proposed.

Discussion on the relationship between on-the-job training and employee performance
The finding in this study shows that there is a significant moderate relationship between onthe-job training and employee performance.This finding agrees with Shem & Ngussa (2017) who found out there is a significant positive correlation between on-the-job training and employee performance.Similar studies have supported this relationship where the researchers found on-the-job training could increase their competencies and efficiencies in doing work whether through behaviour, achievements or personality which then contribute to their employees' performance (Musa & Abdiwali, 2019;Lin & Hsu, 2017;Lorenzo et al., 2015;Chepkosgey et al., 2015).This is due to on-the-job training that has increased their skills level to a greater extent.This can be supported by Abdiwali & Musa (2019) where the researchers stated that on-the-job training involves equipping employees with additional skills, knowledge, and attitudes from their superiors.Not only that, but the findings also show that on-the-job training has influenced their performance to a greater extent as well as contributing to their wage increment and job demand in the labour market.Tukunimulongo (2016) mentioned that onthe-job training may provide recognition as well as increasing pay or promotion.When employees are being given recognition, it can make them motivated to serve the customers well which was well shown in the findings that there is a positive relationship between onthe-job training and employee performance.This is also in line with the social learning theory which stated that by giving rewards, it can motivate the employees and thus affect the performance (Edinyang, 2016).Therefore, it can be concluded that by attending on-the-job training, employees will gain competence and skills that will then influence their performance to execute the task effectively and efficiently.

Discussion on the impact of on-the-job training towards employee performance
Based on the findings, the linear regression analysis shows that there is a significant impact of on-the-job training towards employee performance.Lin & Hsu (2017) suggested that if more successful on-the-job training were being held, the employee performance could be much better.This can be supported by Tukunimulongo (2016) who found out that on-the-job training has an effect towards employee performance.He further argued that with on-the-job training, employee's performance is more likely to enhance rather than without it.This case is similar to this study where Asfaw, Argaw & Bayissa (2015) concur that employee effectiveness has a direct cause and effect relationship with employee performance and training and development.This clearly proved that on-the-job training has positive impacts towards employees' performance.In line with Pulley (2016) who mentioned that with the rapid change that continuously happens, by investing in the on-the-job training, qualified employees may exist to execute the task which directly impacts the organizational performance.Thus, it has been concluded that on-the-job training has positive impacts toward employees' performance.If the employees were being given on-the-job training, there will be more skilled employees that are able to execute the task efficiently.
Discussion on the impact of on-the-job training towards employee performance Based on the findings, the linear regression analysis shows that there is a significant impact of on-the-job training towards employee performance.Lin & Hsu (2017) suggested that if more successful on-the-job training were being held, the employee performance could be much better.This can be supported by Tukunimulongo (2016) who found out that on-the-job training has an effect towards employee performance.He further argued that with on-the-job training, employee's performance is more likely to enhance rather than without it.This case is similar to this study where Asfaw et al (2015) concur that employee effectiveness has a direct cause and effect relationship with employee performance and training and development.This clearly proved that on-the-job training has positive impacts towards employees' performance.In line with Pulley (2016) who mentioned that with the rapid change that continuously happens, by investing in the on-the-job training, qualified employees may exist to execute the task which directly impacts the organizational performance.Thus, it has been concluded that on-the-job training has positive impacts toward employees' performance.If the employees were being given on-the-job training, there will be more skilled employees that are able to execute the task efficiently.

Conclusions
This study is aimed to examine the impact between on-the-job training and employee performance in manufacturing companies focusing on the production line workers.It was conducted through distributing the questionnaire digitally to the southern region of Malaysia which are Negeri Sembilan, Melaka and Johor.The result of the study shows that there is indeed a significantly positive moderate relationship between on-the-job training and employee performance where the level of employee performance was seen to be high after attending on-the-job training.Majority of the respondents also agree that on-the-job training has increased their skills level.Among the three dimensions of employee performance, onthe-job training seems to be the most contributing to the contextual performance.Next would be the task performance followed by adaptive performance.Moreover, the regression analysis has also shown that there is a significant impact of on-the-job training towards employee performance.This has supported the previous studies and research on the benefits of on-the-job training.Regardless of the limitation, this study has become beneficial for manufacturing sectors and academic perspectives.First, it gives a clear picture of the form of training that is usually being used in the manufacturing sectors which are job rotation, coaching and mentoring.Secondly, it gives a clear insight on how on-the-job training can have an impact towards the employee performance so that other companies may improve their training plan.This can lead to more skilled workers in the manufacturing companies.Thirdly, it helps researchers to understand the relationship between on-the-job training and employee performance in the manufacturing companies as well as giving evidence for previous research.Finally, it can act as a reference material for future researchers that want to investigate the suitable training for manufacturing companies.

Table 1
Level of employees' perception of on-the-job training and employee performance

Findings on the impact of on-the-job training towards employee performance
In order to investigate the impact of on-the-job training towards employee performance, linear regression has been conducted.According to Table3, R square is 0.346 which implies that 34.6% of employee performance is being explained by on-the-job training.

Table 4
ANOVA Model Summary for the Impact of On-the-Job Training towards Employee Performance for on-the-job training is 0.588.This means that a unit change of on-the-job training could bring 58.8% change in employee performance.It can be concluded that, the greater the onthe-job training, the better the employee performance.