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The Impact of Training and Development on Employee Performance in

Agriculture Sector

Conference Paper · December 2022

DOI: 10.30880/rmtb.2022.03.02.011

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 Research in Management of Technology and Business Vol. 3 No. 2 (2022) 132–142
© Universiti Tun Hussein Onn Malaysia Publisher’s Office

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The Impact of Training and Development on

Employee Performance in Agriculture Sector
Anita Sharmila Pillai1, Nurazwa Ahmad1,*, Tengku Nur Azila
Raja Mamat2 & Nurul Aqilah Mhd Yusak 3
1
Department of Management and Technology, Faculty of Technology Management
and Business, Universiti Tun Hussein Onn Malaysia, 86400 Batu Pahat, Johor,
MALAYSIA
2
Department of Mechanical Engineering Technology, Faculty of Engineering
Technology, Universiti Tun Hussein Onn Malaysia, 84600 Muar, Johor,
MALAYSIA
3
Faculty of Business Management and Professional Studies, Management and
Science University, 40150 Shah Alam, Selangor, MALAYSIA

*Corresponding Author

DOI: https://doi.org/10.30880/rmtb.2022.03.02.011
Received 30 September 2022; Accepted 01 November 2022; Available online 01 December
2022

Abstract: Apart from capital, employees represent as one of the most valuable assets
of a company. The fates of company reputation depend on them. The performance of
an employee is affected by elements such as organizational policies, working
environment, training programs and development opportunities, and workforce
relations. Some public and private organizations either locally or globally lack the
initiative to acknowledge the significance of upgrading the employee productivity
through training. Some organizations even slash first their spending budget on
training when the going gets tough which result in increasing staff turnover, higher
cost to re-hire new staffs and would therefore finally detrimental to the firm’s
productivity and profitability. The purpose of this paper is to ascertain the level and
impact of employee performance towards training and development among workers
in agricultural sector. Employing the quantitative method, the result reveals a high
relationship level and a positive significant relationship between the variables. The
findings of this research are beneficial for organizations to map out appropriate
training and development programs for their employees.

Keywords: Performance, Training and development, Agriculture sector

*Corresponding author: [email protected]

2022 UTHM Publisher. All rights reserved.
publisher.uthm.edu.my/periodicals/index.php/rmtb
 Anita et al., Research in Management of Technology and Business Vol. 3 No. 2 (2022) p. 132-142

1. Introduction
Malaysian agriculture products are largely export-oriented. Referring to Human Resource Fund
(2018), agricultural sector engaged in commodity agriculture plantation with mainly oil palms and
rubber and perennial agricultures that engage in food production such as vegetables, fruits, corns, paddy
and pineapples amongst others. Agricultural activities in Malaysia are affected by weather changes such
as monsoon season, dry spell, floods and other man-made disaster such as haze and pandemic which
are not within the farmers’ capacity to control. Other than that, government policies, technological and
technical advancements, environmental awareness, soil quality and climatic changes influence the
production capacity. Nowadays, technology plays an important role in increasing the production
capacity. The acquisition of the necessary technologies requires a capable workforce. Therefore,
training programs and development opportunities is needed to upgrade the workforce performance and
skills (Khan et al., 2017).
The performance of an employee is affected by elements such as organizational policies, working
environment, training programs and development opportunities, and workforce relations (Khan et al.,
2016). Training will cultivate the expertise while development program will upgrade the workforce
quality to be more knowledgeable, effective, professional and experienced (Khan et al., 2017). The
positive effect in work performance will ensure the target is met without jeopardizing the interests of
the employees and the organizations (Stephen et al., 2017).
Satisfied and convincingly motivated employees are loyal, diligent, and unwilling to quit (Said,
2015). They are involved and encouraged in the formation of outstanding services or quality product.
A previous study revealed that the benefit of investing in training was gained by both the employee and
the organization because it improved customers’ satisfaction, employee capabilities, behaviors, and the
performance (Kiyana & Bett, 2017). Investing on training and development will have the effect on
employee performance (Younas et al., 2018). However, some public and private organizations either
locally or globally lack the initiative to acknowledge the significance of upgrading the employee
productivity through training. During the economic downturn where the sales are going downhill, the
first thing that some organizations do is to slice the training budget (Abdullahi et al., 2018). This will
increase the staff turnover, incur higher cost to re-hire new staffs and would therefore finally jeopardize
the firm’s productivity and profitability.
This study intends to ascertain the level of training and development programs and employee
performance amongst agriculture employee, and to examine the impact of training and development on
employee performance in Kedah, Malaysia.

2. Literature Review
2.1 Agriculture Industry in Malaysia
Malaysia is serious in improving the agricultural sector with the introduction of 5-Year Malaysian
Plan series starting from Year 1966 where agriculture plays a major component in the plan. During the
8th Malaysian Plan (2001-2005) period, the agriculture sector’s performance was improving with
increasing production, higher value, and increasing commodity exports. Later, the 9th Malaysia Plan
(2006-2010) outlined this sector as the third income generator in the country (Shaffril et al., 2010).
As for Kedah, agriculture sector had increased from 0.1 percent in 2018 to 2.0 percent in 2019
(Laporan Sosioekonomi Negeri Kedah, 2019). According to the similar report, oil palm which is the
greatest contributor to agriculture grows 1.5 percent in 2019. The increasing harvest is mainly caused
by the acceptance of technical and cultural changes in the agricultural sector with new techniques and

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farming concepts. The knowledge of these new techniques, ideas and method however must be
disseminated to the farmers by training and development programs.
2.2 Employee Performance
Performance refers to the evaluation of achievement of certain assignment within a specific
category, accuracy, accomplishment, expenditure and time lapse. Employee performance is a factor that
shape the success of an organization. Okechukwu (2017) stated that employee performance is the results
of an accomplished task performed according to the company’s target. Performance will be increased
when the employees are highly motivated and have the knowledge in how to increase productivity
through training on the use of new technologies. Human resource management approaches are greatly
and substantially related to the workforce performance and development (Afshan et al., 2012). Studying
the factors that stimulate employee performance have been the interest of many researchers. Research
was done in Indonesia to evaluate the effect of education and work training on the performance of
employees which found that education had a great influence on the performance of employees
(Alnawfleh, 2020). Employee performance could be evaluated annually or quarterly basis to appraise
the accomplished goals and to identify areas that need improvement (Khan et al., 2017). Employee
performance may also be upgraded by training the employee to instill team working capabilities.
Employee capabilities will be upgraded if an organization enhance its workers’ knowledge and abilities
through training which in turn will produce more productive workforce that will create a more effective
bonding between the organization and the employees (Hafeez & Akbar, 2015).
2.3 Training and Development (T&D)
Two aspects of training are teaching and learning (Khan et al., 2017). Training is the process of
delivering certain capabilities and conducted to increase employee’s flexibility and productivity. It
includes teaching, instructing, and educating employees to enable them becoming as skilled as possible
to complete their tasks and able to cope in more demanding and accountable positions (Habib et al.,
2015). Development is the learning opportunities and designed to support the progress of learning
capabilities. Training and development are structured learning proficiency that groom individuals for
their current and forthcoming undertakings.
Training and development focus on the advancement of technical and operational knowledge,
concept understanding, and methodical and practical implementation (Abogsesa & Kaushik, 2017). It
is a technique to improve employee performance and simultaneously suppress unwanted behaviors
(Okechukwu, 2017). Performance will be upgraded at both the organizational and individual stages.
Furthermore, it is an organization’s instrument to acquire necessary skills, attitude and know-how to
successfully accomplish the given tasks (Iyayi, 2007). Training is the fundamental technological traits
for an employee to operate equipment and provide services at the designated level of merit.
2.4 Training and Development with Employee Performance
To manage and empower people, training and development programs are very important to any
organization because effective training and development program benefits both the organization and
the employee. T&D program which comprises of technology-based learning, off-the-job training,
coaching and mentoring have significant effect on minimizing employee turnover, upgrading job
satisfaction and morale, upgrading employee’s performance and finally propelling a higher productivity
and financial gains (Stephen et al., 2017). Salah (2006) found a significant positive correlation between
the training and development with the performance and productivity. Other study also showed that
employee training and development possess a significant positive influence on their performance and
productivity (Habib et al., 2015). T&D also generate higher confidence level amongst the employees.
As such, most employees agree that training and development enhance their performance while the
organizations coincide that T&D have a beneficial and substantial effect on employee work
performance and productivity. Based on the above, the hypotheses are proposed as follows:

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H1: There is a significant corelation between training and development and employee performance.
H2: There is a significant effect of training and development on employee performance.
2.6 Research Framework
This study is conducted to examine the effect of training and development on employee
performance. Framework in Figure 1 is adopted from Alnawfleh (2020), Franklin et al. (2014) and
Mdhlalose (2020).

Training Employee
&
Performance
Development

Figure 1: Research Framework

3. Research Methodology
3.1 Research Design
This study engages the quantitative research strategies to examine the effect of training and
development on employee performance in agriculture sector. Quantitative research comprises of a
thorough study in order to extract precise information to achieve the objectives of the research. To
generate measurable causes and effect relationship between the variables, quantitative research is an
important method (Creswell, 2013). To exercise this method, questionnaire was disseminated among
the farms’ owners and employees in Kedah. This study also employs descriptive research approach to
illustrate the issues related to the effect of training and development on employee performance in
agriculture sector.
3.2 Unit of Analysis
Bhattacherjee (2012) stated that the target of the study which comprises the elements of objects,
organizations, groups, countries, person, technologies or collective is the unit of analysis. It elaborates
on the characteristics of that elements and analyze the information that is extracted to form an evaluated
data of the subject. This study has chosen the workers and owners of the farms in an agricultural sector
as the target respondents and the unit of analysis in examining the correlation and effect of training and
development towards employee performance.
3.3 Population and Sampling
According to Bell, Bryman & Harley, (2019), population is the number of residents or people in a
certain perimeter or locality. This study focuses on the farms’ owner and employees as the population
sampling. There are about 4,042 hired employees working for Kedah’s agriculture sector (Felda’s
Annual Report, 2018). Using the table by Krejcie and Morgan’s (1970), the required sample for this
study is 351.
3.4 Research Instrument
Likert scales were engaged to measure the items in section A, B, and C of this study. The scale
ranged from 1 = strongly disagree to 5 = strongly agree. Respondents’ profiles and demographics of
four items in section D were gathered using a nominal scale. In training and development section, 6
items from Franklin et al. (2014) were implemented, while 2 items were adopted with 1 from Mdhlalose
(2020) and 1 from Alnawfleh (2020). Likewise, employee performance was also represented with 8

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items in which 6 items from Franklin et al. (2014), while 2 items were adopted with 1 from Mdhlalose
(2020) and 1 from Alnawfleh (2020)
3.5 Data Collection
This study is conducted by approaching the employees or farm owners in the agriculture sector to
distribute the questionnaires. This method is very much uncomplicated because it is inexpensive, wider
coverage, straightforward implementation, and easy to understand. The estimated time taken to collect
the data was approximately 2 months; from 24 October 2021 to 24 December 2021. The questionnaire
was handed out physically and via online platforms. The primary data was the farms’ owners and its
employees while the secondary data is derived from available information recorded by other writers or
researchers for different purposes but relevant to the study such as articles, journals and theses by
scholars which can be obtained offline and online.
3.6 Data Analysis
The data from questionnaires yield descriptive statistics when evaluated by engaging Statistical
Package for Social Science (SPSS) to enable the generation of charts. The data will be interpreted and
from there recommendation will emerge and the items will be discussed to arrive at a conclusion (Said,
2015). The descriptive analysis used mean or average interpretation scale. The values of low (between
1.00 and 2.33), medium (between 2.34 and 3.67), and high (between 3.68 and 5.00) represented in the
mean scale. Cronbach’s alpha (α) is applied to ascertain the reliability analysis to validate the data used
in the study (Taber, 2018). According to (Zikmund 2000) if α close to 1, data is expected to be reliable
while if α is fewer than 0.5, the data is unreliable. Table 1 illustrates the interpretation of Cronbach’s
alpha coefficient.
Table 1: Cronbach’s alpha (α) coefficient
Cronbach’s alpha Interpretation Cronbach’s alpha Interpretation
(α) (α)
α > 0.9 Very good α > 0.6 Questioned
α > 0.8 Good α > 0.5 Weak
α > 0.7 Acceptable α < 0.5 Not acceptable

Before further analyses is carried out, normality test is conducted. It is a statistical process that
comprises of a diagnostic hypothesis test where a normally distributed data will undertake the Pearson
correlation test for parametric analysis. Instead, Spearman correlation test will be conducted for
abnormal condition. Kolmogorov-Smirnov or the Shapiro-Wilk test is engaged to resolve the data
normality distribution. Kolmogorov-Smirnov test is recommended to ascertain if normal curve is
obtained (Aldrich & Cunningham, 2016). As stated by Rahim (2013) normally distributed data when
Sig (p-value) > 0.05. The term used for alliance between two variables is called correlation (Gogtay &
Thatte, 2017) and used to gauge the strength of a connection between two or more variables. It justifies
the impact of two or more variables causing similar influence, which means the existence of relationship
amongst them (Lani, 2010). Moreover, it is a method to ascertain the existence of relationship between
the independent and the other dependent variables (Gogtay & Thatte, 2017). The variable is significant
if the significance value is less than 0.005 and the variable is not significant if the value is greater than
0.005. The normality test using Kolmogorov-Smirnov and Shapiro-Wilk will indicate whether the data
has normal distribution. Since this study employs Kolmogorov-Smirnov test because this analysis was
conducted on 71 respondents which was more than 50 respondents. The analysis showed variables P
value was <0.005 i.e: 0.00 for training and development as well as for employee performance. This
indicated a not normally distributed data. As such, non-parametric Spearman’s Rho correlation test was
engaged to illustrate the correlation between two variables. Table 2 illustrates the correlation
coefficient’s strength.

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Table 2: Correlation coefficient (r)

r coefficient Correlation Strength

1 Perfect
0.7-0.9 Strong
0.4-0.6 Moderate
0.1-0.3 Weak
0 Nil

The same approach is used for multiple regression. The squared variable (quadratic) component
might be applied as a forecaster in the existence of theoretical or statistical evidence which show that
there is one or another predictor variables possess curvilinear correlation towards the dependent
variable. The coefficients measure the intensity of variable changes that can be either negative or
positive (George & Mallery, 2019).
3.7 Pilot Study
The effectiveness of a questionnaire is tested on a trial run. This exercise is called a pilot study
(Doody & Doody, 2015) which is conducted before the main research to generate ideas, methods, and
indications that were unnoticed beforehand and eliminate misleading enquiries (Prescott et al., 1989).
For the purpose of this study, the suitability of questionnaires was assessed on 15 respondents. The
reliability test for the pilot study in training and development was α = 0.878 and employee performance
reliability test was α = 0.840 which showed a good Cronbach’s alpha value. This indicated the items
were suitable in measuring the variables and reliable to proceed further studies.

4. Results and Discussion

4.1 Rate of Response
71 out of 351 distributed questionnaire forms were responded. This represents the rate of response
of 20.23 percent. In view of the study that was carried out during the active COVID-19 pandemic period
it was foreseen that the response rate would be low. The researcher was unable to collect data physically
in certain remote location that either inaccessible or outreached from network coverage. This was
aggravated further with some of the employees were not well versed in digital application. Table 3
depicts the rate of response from the respondents.
Table 3: Rate of response
Population Sample Size Distributed Returned Percentage (%)
Questionnaires Questionnaires
4,042 351 351 71 20.23

4.2 Demographic Analysis

The collected data revealed that the male respondents are higher in number than the female
respondents which is 40 (56.3%) male employees as against to female respondents which is 31 (43.7%).
Regarding the age range of the respondents, there are 23 (32.4%) respondents of age between 20-25
years old, 3 (4.2%) respondents of age between 26-30 years old, 13 (18.3%) respondents of age between
31-35 years old, 14 (19.7%) respondents of age between 36-40 years old, 4 (5.6%) respondents of age
between 41-45 years old, and 14 (19.7%) respondents of age 46 years old and above. The ethnicities of
the respondents segregated as Malays (38 =53.5%), Indian (14=19.7%), Chinese (2=2.8%) and other
ethnic (17=23.9%) respondents. In education level section, 2 (2.8%) respondents were master’s degree
holder 20 (28.2%) respondents were degree holder, 13 (18.3%) respondents with diploma, 33 (46.5%)

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respondents with SPM/STPM. In work experience section, 30 (42.3%) respondents with less than 5
years’ work experience, 21 (29.6%) respondents with 6-10 years’ work experience, 9 (12.7%)
respondents with 11-15 years’ work experience, and 11 (15.5%) respondents with 16 years and above
of working experience. 39 (54.9%) respondents were working full time while 21 (29.6%) respondents
were working part time. 10 (14.1%) respondents were the farm owners. 67 (94.4%) of the respondents
are Malaysian citizen while 4 (5.6%) respondents are Thailand citizen. The respondents’ demographic
information is depicted in Table 4.
Table 4: Demographic information
Demographics Items Frequency (N=71) Percentage (%)
Gender Male 40 56.3
Female 31 43.7
Age (years) 20-25 23 32.4
26-30 3 4.3
31-35 13 18.3
36-40 14 19.7
41-45 4 5.6
46 years old and above 14 19.7
Ethnicity Malay 38 53.5
Chinese 2 2.9
Indian 14 19.7
Others 17 23.9
Education Level SPM/STPM 33 46.5
Diploma 13 18.3
Degree 20 28.2
Master 2 2.8
Other 3 4.2
Working Less than 5 30 42.2
Experience (years) 6-10 21 29.6
11-15 9 12.7
16 years and above 11 15.5
Employment Status Part time 21 29.6
Full time 39 54.9
Owner 10 14.1
Other 1 1.4
Citizenship Malaysian 67 94.4
Thailand 4 5.6

4.3 Reliability Analysis

The reliability test was conducted on all 71 agriculture workers. The training and development
revealed the Cronbach’s alpha coefficient of 0.960 while the dependent variable in the study which was
employee performance coefficient was 0.966. This outcome revealed that the questionnaires were at
outstanding and collective level. The items were suitable for the correlation and regression analyses
because they possessed excellent internal consistencies amongst them.
4.4 Descriptive Analysis
(a) Descriptive analysis of training and development
As illustrated in Table 5 below, question 4 which was “The organization has a system for calculating
the cost and benefits of training” (μ = 3.77, σ = 0.959) revealed the lowest mean value, while questions
6 and 8 with the statement of “T&D has resulted in higher productivity and financial returns for the
organization” (μ = 3.97, σ = 0.940) and “The T&D program that I receive from the organization is very

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effective” (μ =3.97, σ = 0.970) respectively were revealing the two highest mean values. This study
however found out that although question 4 showed the lowest mean value, the level range was still
high. This condition led to a conclusion that respondents concurred the existence of a system where the
organizations were taking parts in spending for training because not only the employees but also the
companies benefitted from the program.
Table 5: Descriptive analysis for training and development (T&D)

Mean Std Deviation

No. Item Level
(μ) (σ)
My organization conduct extensive T&D programs for the
1. 3.94 0.892 High
employees
I normally will go for T&D program every year that my
2. 3.80 1.063 High
organization provided
There are formal training programs to teach new employees
3. 3.92 0.990 High
the skills they needed
The organization has a system for calculating the cost and
4. 3.77 0.959 High
benefits of training
T&D has helped reduce employee turnover in the
5. 3.88 0.903 High
organization
T&D has resulted in higher productivity and financial
6. 3.97 0.940 High
returns for the organization
The T&D that provided by the organization is easy to
7. 3.92 0.946 High
understand and have clear directions
The T&D programme that I receive from the organization is
8. 3.97 0.970 High
very effective
Total Average Score 3.89 0.957 High

(b) Descriptive analysis of employee performance

In Table 6 below, question 3 which was “With T&D it helped me to reduce frequency of
supervision” indicated the lowest mean value of (μ = 3.88, σ = 0.079) while questions 6 which was
“Through T&D it helps me to decrease material wastage” and question 7 which was “With T&D it
helps me to enhance the use of tools and machine, and also operational safety” were indicating two
highest mean values of (μ = 4.04, σ = 0.947) and (μ = 4.04, σ = 0.932) respectively. This study however
found out that although question 3 showed the lowest mean value, the level range was still high. In
general, training will inculcate new skills and know-how that will produce better employees’
performance that will ultimately enhance the productivity of the farms.
Table 6: Descriptive analysis for employee performance

Mean Std Deviation

No. Item Level
(μ) (σ)
1. Quality of my work output has improved in last five years 3.98 0.819 High
2. Through T&D helps it helps me to increase productivity 4.02 0.925 High
With T&D it helped me to reduce frequency of
3. 3.88 0.979 High
supervision
4. T&D gives me motivation which enhance my performance 4.02 0.955 High
T&D improves the quality of products that I produced by
5. 3.95 0.885 High
the result of fewer mistakes
6. Through T&D it helps me to decrease material wastage 4.04 0.947 High
With T&D it helps me to enhance the use of tools and
7. 4.04 0.932 High
machine, and operational safety
I have enough training that enables me to do my job as
8. 4.02 0.940 High
required on time

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Total Average Score 3.99 0.922 High

4.5 Correlation Analysis

The analysis of correlation revealed a convincing positive and significant relationship between
training and development, and employee performance which was of (r= 0.873**, p=0.000) which
indicated a strong correlation between the independent and the other dependent variables. The
correlation value was significant at the 0.01 level (2-tailed), therefore H1: “there is a significant
relationship between training and development, and employee performance” was supported.
4.6 Regression Analysis
Table 7: Model analysis of training and development and employee performance
Std. Error of
R R2 Adjusted R2 F Sig. F
the Estimate
0.873 0.763 0.760 0.40779 222.084 0.000

In the Table 7 as shown above, the F statistic for the final model indicates a value of 222.084
comes with a significant value of 0.000. This indicates a significant model which confirms the existence
of the effect between training and development with R value of 0.873. It clarifies the 76.3% of the
variation within the dependent variable, employee performance (R2= 0.763) and 76.0% of the variation
of employee performance within real populations (Adjusted R2= 0.760). Therefore, H2: “there is a
significant impact of training and development on employee performance” was supported

5. Discussion and Conclusion

There is a significant convincing correlation between training and development towards employees’
performance. Upon analysis, the study has found out that with average mean score of μ = 3.89 and
standard deviation of σ = 0.957, employees in Kedah’s agriculture sector are operating at a high level
of training and development. As such it is well accepted that the employees are receiving sufficient and
consistent training program that beneficial not only to them but also to the organizations as well which
corresponds to research findings by Asfaw et al. (2015) that confirmed training programs instill new
employees’ capabilities and coherently increase the performance of the employees. The findings also
agree with Cole (2002) who recommended that installing programs for the purpose of training and
development will serve as the platform to train and develop the human potential to complete tasks at
excellence level. Moreover, the study later found out that employees in the specified agricultural sector
showed a relatively high level of performance. This is shown by the average mean score of μ = 3.99
and standard deviation of σ = 0.922. It means to show that employees perform excellently after they
enrolled in their designated training and development programs. Additionally, most respondents
generally believed that participating in training programs improves their practical capabilities as
confirmed by Nzeru et al. (2015) and enhance their performance (Salah, 2016). The respondents in this
study are more satisfied if they are provided with ample training and development program. As such,
the findings significantly upheld the connection between employee training and development towards
employee performance This is in line with the opinion of Karim et al. (2019) who found out that
employees believed strongly training and development upgrades skills, capabilities, know-how, job
satisfaction, and performance. Furthermore, training and development programs are effective in
upgrading employee performance if the employees participate in the program. Conclusively, the level
of relationship is high on training and development towards employee performance.
To sum up, the researcher concludes that this study seems to have has achieved all research
objectives which are to examine and identify the level of training and development towards employee

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performance amongst agriculture workers, particularly in Kedah. This study had also evaluated the
correlation between training and development towards employee performance, and the effect of training
and development towards employee performance. It was found that both elements of training and
development and employee performance indicated a high level of relationship and a convincing
correlation between training and development towards employee performance. Finally, in
understanding the policies of human resource management, any organization or the farm owners which
are the subject of this study could implement training and development programs to assist employees
at work to perform better, continuously motivated, and productive. This study is significant to create
awareness to organizations about the importance of suitable training and development programs to
improve their employees’ capabilities, talents, and skills in order to remain relevantly competitive and
prosperous.

Acknowledgement
The authors were very grateful and would also extend the appreciation to the Technology and
Innovation Management Focus Group and Faculty of Technology Management and Business,
Universiti Tun Hussein Onn Malaysia for the support given.

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