Enhancing Employee’s Creative Performance by Providing Training among Employees of Small and Medium-sized Enterprises (SMEs) in Malaysia

Abstract

Small and Medium-sized of Enterprise (SMEs) are one of the fundamental pillars of the sustainable economic growth of Malaysia. Surprisingly, various research has shown that there is an issue arising in the sector of SMEs where scholars concern about low innovation in the SMEs of Malaysia. Additionally, one of the sides of low innovations shows by SMEs due to the lack of creative and trained employees. On the other hand, there is a limited research focus on the relationship between employee training and creative performance in the sector of SMEs in Malaysia. Hence, this research is going to focusing on enhancing employee creative performance by providing training among employees of SMEs in Malaysia. However, after review of the recent works of the literature shows that suitable training can enhance employee knowledge and skills that required employees domain and creativity relevant skills and when employees feel that organization investing in their skills and knowledge development its help them to engage with the organization alongside improving task motivation. Furthermore, this research is not out of limitation, firstly; objectives have not tested yet and focus on for-profit organization, therefore, the researcher suggests further research should focus on examining the relationship between training and employee creative performance. Last not but least, the researcher also suggests for further research need to focus on the nonprofit organization where can identify different perspective between training and employee creative performance.

Training Perception and Innovative Behavior of SME Employees: Examining the Mediating Effects of Firm Commitment

“…For SMEs, improving the capability and competency of their standing workforce to offer extraordinary excellence is also a challenge. According to previous studies (Miah & Hafit, 2020; Zakaria et al, 2018), Malaysian SME employees lack sufficient general and specialized innovative skills to meet the needs of their employees, resulting in poor firm performance.…”

Effects of entrepreneurial orientation, marketing, and innovation capabilities, on market performance: the mediating effect of sustainable competitive advantage

“…Furthermore, extant empirical research revealed a significant mediation effect of SCA between strategic orientation, supply chain capability and business performance (Newbert, 2008). Mahmood and Hanafi (2013) verified the SCA mediation role between EO and the performance of women-owned small and medium-sized enterprises (SMEs). Likewise, Kamboj and Rahman (2017) found a significant mediation effect of SCA between marketing capabilities and firm performance.…”

“…This outcome is consistent with Hussain et al (2020) and Javanmard and Hasani (2017), who proved the connection of MI and SCA. Despite the importance of SCA for improved MP (Hossain et al, 2021;Nashiruddin and Susanti, 2021) Mahmood and Hanafi (2013) who present that SCA is partially mediating the relationship between EO and MP; Kamboj and Rahman (2017) who found that SCA is a partial mediator between MC and MP; Widyanti and Mahfudz (2020) who found a partial mediation of SCA between IC and MP; and Hussain et al (2020) who revealed a partial mediation of SCA between MI and MP. Broadly, the current study results contribute to understanding the drivers of achieving SCA and improved MP in the travel agencies sector.…”

“…The tourism and hospitality industry tends to be more entrepreneurial via competitiveness in the market (Asmelash and Kumar, 2019;Ruiz-Ortega et al, 2021b). Prior studies have revealed a positive consequence of EO on SCA (Bambang et al, 2021;Kiyabo and Isaga, 2020;Mahmood and Hanafi, 2013;Sirivanh and Sukkabot, 2014;Widyanti and Mahfudz, 2020). Thus, the first research proposition was formed as:…”

Entrepreneurial Orientation as a New Aggressive Business Model in the Family and Non-Family Firms: A Literature Review

“…On the other hand, autonomy is the authority and independence that an individual or team within the organization has to develop a new concept or vision. Similarly, Mahmood and Hanafi (2013) define entrepreneurial orientation as three dimensions; innovation, proactivity, and risk-taking. Innovation is the firm's ability and willingness to result in new products/services by supporting creativity, new ideas, and experimentation.…”