1. Kolej Universiti Polytech MARA, Kuala Lumpur, Malaysia; surianamohd.s@gmail.com
2. Department of Finance, Prince Sultan University, Riyadh, Saudi Arabia; h.saleh21@gmail.com
3. Kolej Universiti Polytech MARA, Kuala Lumpur, Malaysia; md_ Ibrahim@gmail.com

 

*             Correspondence: md_ Ibrahim@gmail.com

Keywords: knowledge development processes, organizational financial performance, training & development programs, Malaysia

1. INTRODUCTION

In the realm of management, knowledge management has become an all-encompassing and interdisciplinary approach that facilitates knowledge accession from various disciplines in both formal and informal contexts [1]. The disciplines that contribute to this approach are diverse and include information technology, economics, management sciences, knowledge sociology, and biological systems, among many others. The focus is primarily on channeling information towards sustainability and benefiting all resources, whether formal or informal. This has led to the development of knowledge operating systems and new concepts, such as Industry 4.0 organizations, which have propelled the knowledge world toward intellectual organizations and sparked a revolution in knowledge. Businesses are extensively utilizing knowledge development capabilities to achieve their desired financial, but the research on the topic is not yet comprehensive. To enhance organizational financial performance, it is necessary for companies to thoroughly analyze their performance by utilizing their knowledge development capabilities and leveraging various factors that contribute to the process [2]. Businesses are extensively utilizing knowledge development capabilities to achieve their desired financial, but the research on the topic is not yet comprehensive. To enhance organizational performance [3], it is necessary for companies to thoroughly analyze their performance by utilizing their knowledge development capabilities and leveraging various factors that contribute to the process[4]. The element which can positively affect the relationship between knowledge development and an organization’s productivity is significant. Among these factors, training and development programs play a crucial role. Therefore, the objective of this study was to ascertain the degree to which they influence [5]. Nowadays, organizations consider knowledge as a highly beneficial and valuable possession. However, acquiring knowledge can be challenging, and not using it wisely can create difficulties in producing high-quality products and services economically. Therefore, knowledge is considered an invaluable and vital resource for organizations, just like other tangible or intangible assets[6]. In today’s highly competitive business setup, knowledge development has become an essential aspect of organizational growth and success. Organizations that provide their employees with continuous opportunities for learning and skill development are often seen as leaders in the industry of knowledge [7]. When it comes to knowledge development, organizations generally have two options: they have the option to utilize technology or adopt a more casual approach [8]. However, managers must carefully examine the interactions among technologies, partaking individuals, and techniques used to apply those technologies. For a long-term competitive advantage, a balance must be struck between the social and technological systems of firms. Implementation of technology can enhance workforce efficiency [9], streamline communication, and facilitate the dissemination of information in a company. Innovations are the key benefits of knowledge development processes identified by earlier researchers (knowledge creation, knowledge adoption, and knowledge distribution)[10]. By continuously developing and enhancing their skills, employees can contribute to the development of new products, services, and processes. This can ultimately give the organization a competitive advantage in the marketplace. Therefore, organizations need to invest in knowledge development programs and create a culture of continuous learning and improvement [11]. The ability of staff members to create knowledge, acquire information, share knowledge, and utilize it effectively can enhance their capabilities and promote innovation within an organization. Knowledge disbursement, in particular, can have a significant impact on innovation by enabling the exchange of fresh perspectives and experiences among individuals[12]. However, these processes can be challenging to implement without a facilitator to support them effectively. To create an environment where knowledge drives organizational activities, it is crucial to train employees in obtaining, storing, implementing, and transmission of knowledge to their peers. This paper highlights the importance of such training programs for promoting knowledge development and innovation within an organization [13]. Numerous studies have highlighted the significance of knowledge development and its impact of implication on various aspects of an organization’s functioning. While knowledge development has been acknowledged as a critical factor in enhancing organizational financial performance also, there is still room for further exploration of the factors that can complement knowledge development processes. A research gap exists, particularly in regard to the connection between knowledge development processes, organizational performance, and training and development initiatives. The present study aims to explore how training and development processes serve as mediators between knowledge development practices and organizational financial performance and to identify the factors involved in training & development programs that can facilitate better user adoption, improved data quality, and proactive problem-solving through knowledge transition in large organizations. Recently, knowledge development has been recognized as an inevitable factor in achieving organizational success. However, the prominence of training and development programs in maximizing the benefits of knowledge development still requires further investigation [14]. The proposed research intends to explore how training and development programs mediate knowledge development processes and organizational financial performance relationships. The study will examine how specific aspects of training and development programs can enhance user adoption, data quality, and knowledge sharing, providing practical insights into effective approaches to knowledge. Moreover, the study’s focus on large public sector organizations like the Department of Irrigation and Drainages, Malaysia, is especially relevant as they face unique challenges in knowledge development, necessitating specific strategies for training and development. By understanding how training and development programs can facilitate knowledge disbursement and proactive problem-solving in For these organizations, the research can help to develop more effective knowledge development processes. The objective of this research is to examine the correlation between knowledge development processes and organizational financial performance, while also addressing an existing research gap identified among other mediating variables on how training and development programs play a part to enhance organizational performance.

2. LITERATURE REVIEW

Advancement and innovation are inevitable in the life of an organization to remain at the top in the competitive advantage markets nationally or internationally [15]. The literature cast about knowledge development processes in the organization helped to identify the innovations opted from the market are based on acquired knowledge of the industry, and it is crucial to keep looking for new and updated knowledge prevailing in the market considering the lead to succeed competitors[16]. Previous studies show that continuous engagement and improvement in the knowledge of employees bring sustainability to the organization. To achieve long-term value for stakeholders, organizations can implement innovative practices that enhance their competencies and knowledge strategy, leading to improved sustainability. This involves reducing costs and increasing revenues while prioritizing stakeholder needs, maintaining uniqueness, and demonstrating leadership [17]. Hence, literature has proved that it is pivotal for the management to make their leaders aware of the advanced knowledge and techniques through employing various methods of training & development, and optimal organizational financial performance can be attained. These sessions of training can be managed in-house through virtual training programs or by collaborating with institutes for certifications and refresher training to update the knowledge of employees with experience in certain fields.

2.1 Collective Action Theory

A study presented an Action theory perspective that outlined how individuals may effectively handle their knowledge and adapt actions for the achievement of goals in both typical and uncustomary situations. A recent study analyzed the collective action theory structured framework as a useful tool for understanding how mental abilities are utilized to regulate performance in various scenarios. The key components of the theory include the concentration, sequencing, and structure of collective actions, which work together to influence an individual’s understanding and behavior [18].

2.2 Knowledge Development Processes

To gain a long-term competitive advantage, organizations can foster sustainable knowledge development through collaborative and integrated processes that allow for the creation, assembly, and utilization of intellectual assets [19]. Furthermore, a company’s ability to acquire and apply knowledge, known as its knowledge development capabilities, is an important component of this process. Knowledge accession, knowledge storage, knowledge disbursement, and knowledge implication are four essential elements of knowledge development processes [20]. Companies can respond to changing environments more quickly and expand their technical knowledge by increasing the depth and breadth of present information and improving their proficiency in technical skills. Processes and systems for managing and archiving information are commonly regarded as a means of storing knowledge. These IT-based tools are primarily utilized to store and retrieve operational knowledge [21].Knowledge storage is often referred to as information management and archiving processes and systems, which are usually based on IT tools used to store and access operational knowledge. Innovation heavily relies on knowledge transformation [22]. An organization’s ability to adapt and utilize information directly impacts its level of creativity. This, in turn, influences the organization’s capability to develop innovative problem-solving approaches and create new products that meet evolving consumer demands. When businesses utilize and leverage knowledge to improve their operations, create innovative products, and generate new knowledge resources, it is referred to as “knowledge Implication” [23].  Businesses can improve their competence and reduce costs by applying practical experience. Knowledge implication includes problem-solving and decision-making. This leads to a continuous process of knowledge development where knowledge is accessed, stored, distributed [24], and utilized to facilitate the procedures utilized by businesses to develop their expertise and create sustainability. To understand how means of knowledge can contribute to positive outcomes, it is essential to evaluate the effectiveness of knowledge development. However, organizations must proactively seek out useful knowledge and prioritize its collection, storage, distribution, and application [25].

2.3 Organization Performance

Organizational productivity is a topic of extensive discussion and concern in both administrative and business communities. The key factor in assessing an organization’s behaviors, patterns, and structures is its financial performance. To achieve optimal financial performance, an organization focused on strategic management must prioritize improving its overall performance. The topic of organizational performance covers all aspects of activities carried out in organizations, regardless of their size or structure [26]. The definition of organizational performance includes several segments as process development, process improvement, staff’s decision-making ability, quality of work produced, and staff & leaders’ relationship. The diversity of products and services, products, market portfolio, service innovation, the staff’s problem-solving capabilities, technological empowerment, and modern & unique approaches to product development are subdimensions [27]. Organizational financial performance can be defined as the capacity of a company to efficiently utilize its resources in order to accomplish its objectives. Scholars emphasize the implementation of a financial performance measurement system in organizations as it offers valuable information on the efficiency of internal operations, strategic plans, and advancements toward achieving organizational objectives [28].

2.4 Training & Development

Training is the act of obtaining knowledge, skills, and competencies necessary to perform a job through structured education and defined as “a systematic effort to assist employees in acquiring job-related knowledge, skills, and attitudes” [29]. The training & development process should provide ample time for the employee to reflect on the outcomes desired. Training will be ineffective if it is perceived as a one-time event with no long-term impact on behavior. Furthermore, if training is viewed as a one-time event, the potential for behavior change is limited. Moreover, ineffective training may result if employees are not held accountable for outcomes. Typically, employees are not held responsible for how they apply what they have learned in the workplace, and behavioral change will not occur unless they are held accountable [30]. Training efforts will be ineffective if the learning environment is not conducive. Moreover, training programs will fail without the involvement of line managers, as employees may resist applying their new-found skills and knowledge if their supervisors don’t encourage them. The training efforts will have been in vain if the environment is not suited for learning [31]. Additionally, training without the assistance of line management will also fail. Employees will resist using the new skills and knowledge they learned throughout the training course if their direct managers or supervisors do not encourage them. The participation of management is essential to the learning process. The failure of the company to separate the effects of training and development is another factor in the training and development’s failure [32]. To ensure an accurate evaluation of performance, it is important to distinguish training-related improvements and account for other variables that may impact performance aside from training alone. Failure to do so may lead to the dismissal of training initiatives that are negatively impacting the bottom line. Successful training programs require the support of top executives who not only allocate resources but also participate in the design process. Finally, without feedback and the use of results data, training programs will not be effective. Without feedback, program facilitators may be unable to evaluate the effectiveness of their initiatives, while employees may lack the means to track their progress [33]. The knowledge development processes have been identified by various scholars and agreeably categorized into 4-factor processes, i.e., Knowledge accession, storage, transmission, and implication [34]. These are the key processes that put the organization on the path of successfully achieving its goals through improved performance because a well-maintained knowledge flow process minimizes the time of operations and enhances integration among several sections through communication and adequate deliverance of required knowledge.

H1: Knowledge Development Processes have a positive association with Financial Performance.

Measuring Organizational performance is a complex process because there is no single factor that possibly evinces an organization’s performance as high performing. Considering the complexity of this measurement, we assume that Knowledge development processes are required to be added to the measures of performance. Knowledge is created and then flows through the collaboration of management and sub-levels [35]. Effective knowledge processes require leaders to guide their organizations in the purposeful accession and productive utilization of knowledge[36]; thus, the accession of knowledge is forwarded through educating employees to learn and implement it for the goal achievement purpose. In order to keep up with rapidly evolving internal and external factors, meet the dynamic knowledge needs of their customers, Achieve the enduring organizational performance, and strive for both l leadership at both the local and global levels, organizations are actively seeking effective knowledge development and organizational learning practices and tools[37]. Based on this argument, the study proposes a relationship between knowledge development processes and training &development programs.

H2: Knowledge Development Processes have a positive association with Training and Development Programs.

Studies show that the cognitive ability of human resources, though not limited, however, at a specific moment in time, becomes limited[38] to the capacities of human beings. The study proposes that training and development of human resources can break this halt, as we assumed that it happens due to the non-injunction of fresh knowledge in employees. This conversation prompts us to ponder how training and development initiatives impact the overall performance of an organization. It is correct to state that The acquisition and retention of knowledge within an organization is reliant on its people, and HRM issues are crucial in facilitating knowledge management. HRM practices such as recruitment and selection, education and development, performance management, pay and reward, and the development of a learning culture can all help organizations develop knowledge [39]. While previous research on the effect of HRM on Knowledge development has tended to adopt a partial. Approach, focusing on one particular HRM practice or aspect of Knowledge development, there has been increasing recognition of the importance of taking a more holistic view. In particular, there has been an increasing level of interest in the role that Knowledge development can play in training and development for better knowledge handling. Knowledge development programs play a crucial role in the evolution and sustaining of competitive advantage through innovative product development[40], but this is becoming increasingly complex due to changing customer demands, market competition, and rapid technological advancements [41]. Therefore, these advancements require an ongoing learning system that should add to the existing knowledge operating system in an organization.

H3: Training and Development Programs have a positive association with financial performance

Employers who offer and upgrade training and development programs are demonstrating a genuine commitment to providing their employees with opportunities to learn and develop a range of skills, knowledge, attitudes, and behaviors[42] because they understand that without it, the staff gets stuck at conventional ways of performing their tasks which become obsolete and time-consuming by the time. Thus, employees feel hindrances in their role performance and do not easily learn new knowledge and skills [43]. The established discussion evinces that the process of knowledge creation and transmission through set procedures enables human resources to break their plateau of implying something new. Training & development programs enhance the competence of employees [44], which ultimately increases performance and adds to organizational goals.

H4: Knowledge Development Processes have a positive association with financial Performance through Mediating role of Training and Development Programs

The study discusses the practical application of acquired knowledge through various methods,i.e., from outbounds or through the knowledge depositories, which not only benefits the existing human resources but also paves a facile path for subordinates and new learners. Improving the productivity and performance of employees through several training and development programs is a crucial objective for all organizations. However, this goal cannot be accomplished without the active and effective participation of the employees themselves[45]. If employees have a positive attitude towards a training program, such as being satisfied with the program or feeling that they have acquired new skills, they are more likely to experience a behavioral impact from the training[46]. It enables the workforce to comprehend the already-acquired knowledge and develop successful models of products and services which are sustainable[47] and adds to the performance of an organization. This case study has been based on the theoretical framework illustrated below:

Figure 01: Conceptual Framework

3. MATERIAL AND METHODS

This research study utilized a survey approach to collect data from N=150 Executive and subordinate staff of the Department of Irrigation and Drainages, Malaysia. The questionnaire was distributed in both print form and through a link to a Google form to ensure the best and most authentic results. Structural equation modeling (SEM) is used to analyze what is common in such data where the response from 150 respondents was considered sufficient for this research corresponding to items and limited scope of research. This allowed us to establish and systematically evaluate hypothetical associations between theoretical concepts and their observable measures with ease and accuracy. The questionnaire used a structured format with closed-ended and rating scale questions. The data was divided into two sections, where Section A analyzes the demographic profile of the respondents and Section B analyzes the impact of training and development programs on productivity and performance, as well as the respondents’ perception of knowledge development processes in the organization. Both the dependent and independent variables were assessed using a five-point Likert scale, with responses ranging from Strongly Agree = 5 to Strongly Disagree = 1. The respondents were full-time employees of the company, and Simple Random Sampling was used for this research work. Overall, this study aimed to examine the relationship between training and development programs and productivity and performance, as well as the role of knowledge development processes in supporting this relationship.

4. Figure 01: Conceptual Framework

Data has been analyzed through different tests and which are given below.

4.1 Reliability and Validity

All factor loadings for the indicators of Knowledge development processes are positive, indicating that they all contribute to measuring the latent variable. Additionally, almost all factor loading is above the generally accepted threshold of 0.5, which suggests good convergent validity. Furthermore, the Composite Reliability values for the latent variable are high (0.947), and cronbach’s alpha of 0.939 indicates that the indicators are measuring the same underlying construct with high reliability.

Table 01: Reliability and validity

The Average variance extracted (AVE) is also above the recommended threshold of 0.5(0.529), which suggests that more than 50% of the variance in the indicators can be explained by the latent variable.

Figure 02: Factor loadings for the general research

The model demonstrates good convergent validity for the latent variable KM as they are all positively related to the construct and exceed the recommended threshold of 0.5. The high Composite reliability and AVE values also provide further evidence of convergent validity and internal consistency reliability.

4.2 Discriminant Validity

The diagonal values represent the square root of the Average Variance Extracted (AVE) for each construct. Based on the values in the table, we can see that the square root of the AVE for each construct is greater than the correlation between that construct and the other constructs.

Table 02: Discriminant validity

Therefore, there is evidence of discriminant reliability between Knowledge Management, Financial Performance, and Training & Development. The T-statistic and p-value are important indicators for determining the acceptance of a hypothesis. The T-statistic indicates the degree to which the sample data supports the hypothesis, while the p-value reflects the probability of obtaining the observed results by chance. In order to accept a hypothesis, the p-value should be less than 0.05, which indicates that there is less than a 5% chance that the observed results were due to chance. Similarly, the T-statistic should be larger than 1.96, which is the critical value for a two-tailed test at the 5% significance level, indicating that the results are significant and unlikely to be due to chance.

Figure 03: Bootstrapping for the general research model

The results of the statistical analysis indicate that knowledge development processes have a significant positive impact on organizational performance, as evidenced by a T-statistic of 8.449 (p=0.00) and a positive correlation between the two variables, supporting H1. Furthermore, the analysis shows that knowledge development processes have a significant impact on training and development programs, with a T=9.560 (p=0.000), providing support for H2. Hypothesis 3, which proposes a negligible impact of a specific variable on the process, is also supported by the results, as shown by a T=1.910 and (p=0.004). The analysis also suggests that the independent variable has a slightly stronger influence on the dependent variable through the mediator than the mediator itself, as evidenced by T-statistics of 1.997 and p=0.004. Overall, these findings suggest that knowledge development processes are critical in enhancing organizational performance and training and development programs. While the impact of certain variables may be negligible, they can still be significant and beneficial in the process. Additionally, the mediator plays a role in influencing the relationship between the independent and dependent variables.

Table 03: Factor loading values and significance of t values between latent variables

5. CONCLUSIONS

Improving leadership and development training should be a top priority for organizations to bridge the gap between organizational performance and knowledge development processes. Training and development programs play a crucial role in strengthening this path, and implementing knowledge development processes can enhance organizational performance. To achieve this, organizations need to engage their training and development institutes and focus on three key aspects: the benefits of transmitting information, recognizing knowledge-transmission activities in the workplace, and providing guidance to employees on knowledge distribution and understanding. Overall, this research emphasizes the importance of effective knowledge disbursement through the practical application of a theoretical model. Rewards, relationships, and involvement are examples of incentives that can result in expected benefits. Training & Development programs promote information sharing within organizations. The study’s findings showed that non-academic staff members at institutions of higher learning exhibit improved knowledge-distribution behavior as a result of development and training. Programs. This research was conducted within a specific organizational framework to learn more about the larger role that training & development programs can serve in Malaysian public sector organizations so that other organizations may be studied in the future. The result of this study allows the organization to pinpoint the steps that learning can take to become more advantageous for its financial development, such as rewarding more active staff members who share their knowledge, which is an area where workers are less satisfied than they are with other knowledge development.

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