1.

CHAPTER ONE: INTRODUCTION

1.1. Introduction

This section of the study offers introductory information on the background of the

research, the rationale of the research, aims, objectives, and research questions. It also

provides information on the overview of the organisation and study context.

1.2. Background of Study

Increased globalisation and considerable changes in the business environment in the

twenty-first century have significantly altered the competitive landscape. According to

Foley et al (2021), globalisation and volatile client needs have surged the challenges of

business organisations. Other factors such as rapid and constant evolution in

technology e.g. the further democtarisation of ideas and information triggered by

advancements in generative artificial inteligence (genAI), remote working, competition

for talent, increased consumer and employee focus on Environmental, social and

corporate governance (ESG) topics and many others, have motivated business to

embrace training and development to remain both competitive and attractive. According

to Albrecht et al (2015), by enabling constant training and development, companies get

the opportunity to attain a sustained competitive edge in the constantly changing

environment.

Moreso, given the speed at which macro and microenvironmental changes are

occurring, training and development are not only vital for organisations to remain

competitive, but also for their survival. Organisations are becoming more and more

conscious of the link between ongoing employee training and development and their
ability to survive, grow, profit, and remain competitive (Coccia 2017). The fact that

company strategies increasingly incorporate training and development is more proof of

this realisation.

The necessity for workforce retention has also stimulated businesses to pay attention to

workforce development via training to keep them inspired and motivated. Today, the

world has become smaller and businesses are becoming larger as a consequence of

globalisation (Foley et al 2021). Given this, organisations should be competitive to

confront the challenges of globalisation. The expertise and abilities of the personnel are

crucial to the company's competitive advantage. More specifically, training and

development has developed into essential operations or functions in the majority of

firms as they promote excellent performance and are a significant aspect of the Human

Resources (HR) department. It is found to have a momentous impact on the success of

a company via refining workforce performance (Zubair & Khan, 2019).

The focus of training is to provide workers with the short-term skills and knowledge

necessary to successfully carry out their tasks in an organisation. Simultaneously,

development practices prioritise long-term goals that prepare the employee to take on

more responsibilities in the future (Kaufman 2015). Given that employees are the

backbone of an organisation, the advantages of training and development could lead to

an improvement in the quality of services provided to customers (Haider et al 2015).

 1.3. Rationale of Study

The attainment of company-wide goals and objectives has been found to be contingent

upon employee development and training. Establishing an environment where

employees can reach their full potential and feel that their contributions to the

company's success are valued is one of the key goals of human resource management

(HRM). It is plausible to contend that the growth and relative success of companies that

make investments in workforce development have had a substantial impact on the

understanding of the value of training in the modern era.

For instance, the automotive sector is currently dealing with problems that could

eventually lead to a workforce reduction (Dash et al., 2019). This highlights the extreme

need for highly skilled labour to keep up with current demand. Businesses now

understand that, in this constantly evolving world, employee productivity and efficiency

can only be increased through training programs. However, there hasn't been much

action taken by the auto industry to improve job satisfaction and employee retention via

mentoring or training (King-Daniel, 2020). According to Ekhsan et al. (2021), the rapid

adoption of technology may give the impression that workforce training in the

automotive industry has undergone a substantial diversification. The industry has

transitioned from a mechanical-oriented one to a multidisciplinary one that demands

diversity in training. Previous studies such as (Nguyen, 2020; Karim et al. 2019;

PulseHRM, no date; Forbes, 2021), have evidenced a positive association between

training & development and employee performance. Simply put, it is not only meritious

to the employee but to the business performance. Organisations that prioritise the
satisfaction of their investors and clients are more likely to recognise the value of

workforce development and the importance of capitalising on training (Mishra et al.,

2020).

However, there is insufficient research on how mentoring or training initiatives can

enhance worker retention and satisfaction in the automative sector (King-Daniel, 2020).

Additionally, due to the rapid adoption of technology, workforce training in the

automotive industry may seem to be significantly more diverse (Ekhsan et al., 2021).

This is due to research showing how approaches to training and development can

impact efforts to motivate and engage employees in order to enhance output and

promote business success (Al Karim, 2019). Majority of the reviewed printed literature

has concentrated its investigation on the various models and techniques for evaluating

training and development. However, their attempts to link these to improvements in

worker performance still remain insufficient. In order to fill the theoretical gap, this

research study will add to the body of knowledge, particularly in the automative industry,

by examining "The Impact of Training and Development on Employee Performance"

using the Toyota Motor Company (herein reffered to as Toyota), as a case study.

1.4. Overview of Organisation and Study Context

Toyota, headquartered in Japan, is an international Automotive Industry leader that

manufactures vehicles in around 27 nations and markets its offerings in around 170

nations and regions. It was founded in the year 1937 and employs approximately

350000 people worldwide. This company strives to be a robust business citizen,

involving and earning the faith of its stakeholders, and leading to the development of a

flourishing society via all its corporate functions (Batth, 2021).

At Toyota, employee development and business expansion are closely related. Its

workforce development initiatives are all focused on fostering lifelong learning. Without

a doubt, Toyota has made consistent investments in HRM procedures that support

employees' adherence to the goals and values of the organisation (Madoh et al., 2019).

It holds that workers can only perform and improve if they have the necessary training

and skills. Consequently, providing them with a variety of training in the form of

classroom instruction, on-the-job training, and one-on-one training will help them hone

their skills. The goal of the current study is to investigate Toyotas' training and

development procedures and how they affect employee performance (Agustina et al.,

2019).

1.5. Research Aim and Objectives

This study aims to comprehensively study the significance of training and development

programs on employee performance within organisations, with an unwavering emphasis

on the operations of the Toyota. To achieve this aim, the research objectives are

demonstrated below:

● To figure out the impact of training and development programs on employee

performance in Toyota and how it has contributed to the competetive position of

the Company.

● To analyse how training and development practices impact the entire

performance of Toyota.

● To assess the techniques employed by Toyota for training and developing its

workforce.
 ● To ascertain the challenges faced by Toyota during the training and development

of its workforce.

1.6. Research Questions

The research questions are mentioned below:

● What is the impact of training and development programs in a company on

overall employee performance?

● How do training and development practices impact corporate performance?

● What are the techniques used by companies to train and develop their

workforce?

● What challenges are faced during the process of training and developing

workforce in a company?

1.7. Structure of Dissertation

The research study on the influence of training and development on the employee

performance of Toyota is covered in a total of five chapters.

1.7.1. Introduction

It emphasizes general background information on the topic and recognises the research

problem, aims, and objectives along with research questions.

1.7.2. Literature Review

It entails the overview of pertinent literature conducted by different scholars on the

subjects recognising their vital variables of training and development and workforce

performance, along with the findings of other researchers which was performed to
support the analysis and then summarise the literature gaps. It also offers a robust

framework for the subsequent chapters.

1.7.3. Research Methodology

This chapter encompasses the study methodology that entails research design,

approach, methods, sampling, population, collection of data, analysis of data, ethical

considerations, limitations of methods, and so on.

1.7.4. Results and Discussion

This includes the presentation of collected data, interpretation of data, and further

discussion of the results.

1.7.5. Conclusion

It entails the conclusion of the entire study along with the recommendations. This might

offer a summary of the study findings. Moreover, this section entails the study limitations

and the scope of future study as well.

2. CHAPTER TWO: LITERATURE REVIEW

2.1. Introduction

This section will review the existing empirical research on Toyota’s training and

development strategies that academicians and researchers have carried out over the

years. Journal articles and previous thesis will be reviewed to identify research gaps.

2.2. Training and Development

2.2.1. Overview of Training and Development

According to Salman et al. (2020), training and development are planned learning

opportunities that teach employees how to perform their current and future jobs more

successfully. While training typically focusses on triggering predetermined

improvements or efficiencies in the current job, development tries to enhance skills for

jobs to be done in the future.

Training has long been recognised as a key function of HRM, and as such, researchers

(Garavan et al. (2021), Gordon (1992), and Handayani & Kasidin (2022) have written on

this topic. As a result, diverse interpretations of training have been made. For instance,

Gordon (1992) defines training as the intentional and methodological modification of

behaviour through educational activities, exercises, and programs that help participants

achieve the levels of competency, knowledge, and skills required to perform their jobs

effectively. According to the study by Garavan et al. (2021), training is deemed the

organised way companies offer development and improve the quality of newer and

available workforce. From the definitions given above, we can infer that training

enhances workers' abilities and output by energizing and inspiring them, which in turn
impacts the company's performance. Handayani & Kasidin (2022) concludes it

succinctly by stating that training act as a catalyst for enhancing workers' superior

abilities, know-how, competencies, and attitudes, all of which contribute to the

workforce's effective performance.

According to Ozkan-Ozen & Kazancoglu (2022), development refers to actions that

support gaining new skills or knowledge for purposes of advancement. In the current

business environment, worker development is becoming an increasingly important and

strategic requirement in companies. Consequently, companies profited from investing in

continuous workforce development to safeguard workers and the company's success

(Wissemann et al 2022). Salman et al. (2020) further allude that, training and

development is considered a fundamental aspect of HRM due to its ability to enhance

performance at the individual, group, and corporate levels. This is because it typically

involves acquiring understanding, knowledge, methods, and practices. Companies are

now increasingly focusing on corporate learning and consequently collective

development, which is the process of enhancing one's capacity to act. The

organisation's objective serves as the catalyst for both growth and training.

Armstrong & Taylor (2017) state that, “training should be systematic in that it is specific

ally designed, planned, implemented and evaluated to meet defined needs”. Their

reasoning stems from the observation that carefully thought-out training maximizes

benefits. This aligns with the model proposed by Kenney & Reid (1986) and is depicted

in figure 1 below. Planned training is a deliberate intervention targeted at achieving

learning objectives to enhance job performance (Kenney & Reid, 1986). Adding that, it

consists of the following steps:

  Recognise and describe training needs

● Describe the learning needed in respects of what abilities and know-how need to

be learn and what outlooks require to be changed.

● Describe the goals of the training

● Schedule training sessions to fulfil the desires and objectives by utilising right

mixture for training methods and locations

● Choose who offers the training

● Assess training

● Change and enlarge training as required

Figure 1: The Process of Planned Training Model

 Identify training
needs

Define learning
requirements

Planning training programmes

Techniques Facilities Locations Trainers

Implement training

Evaluate training

Figure 1: The Process of Planned Training (Source; Kenny & Reid, 1986)

Although the model looks simplistic and logical, the training needs must be precisely

matched with the organisation's goals and objectives to create value and gain sustained

competitive advantage or else, it will be treated as a random or recurrent session which

may not impactful and does not change behaviour. A key point highlighted by Pastrana

& Tobón, (2020).

2.2.2. Importance of Training and Development in Organisational Success

Nguyen (2020) suggests that employee training and development is considered an

essential technique to improve effective organisational performance and assists in

endorsing the stability index of the company. Additionally, according to the Theory of

Human Capital supported by economists like Gary Becker, investing in human capital

through training and education is essential for boosting productivity and improving

organisational performance (Winterton and Cafferkey, 2019). From the aforementioned,

we see the congruence of the theme that successful training programs contribute to the

growth and success of an organisation. When employees are equipped with the

knowledge and abilities necessary to carry out their duties in an efficient manner, the

organisation benefits. As a result, there is an overall increase in productivity, which

boosts employee engagement and job satisfaction and ultimately leads to organisational

success. Alzoubi et al., (2022) concludes it succinctly by stating that when a company is

not able to provide effective training to its workers, it is not just the workers who suffer,

the influence can be experienced by the company itself.

Effective training sessions help the workers create a supportive and encouraging

learning environment and help them successfully navigate predictable challenges.

Management must understand the benefits of training for both the company and the

employees, be aware of the employees' needs for training, and have an effective

training strategy that is at the core of the company's objectives if they are to fulfil the
goals of their employees' training. Liambo (2018) highlights that the strategic training

and development model developed by Whenua (2009) starts with a corporate strategy

and progresses to tactical training and development practices that facilitate the

implementation of the chosen strategy, training and development practices and metrics

that demonstrate the efficacy of training. Pastrana and Tobón (2020), further allude that

companies which establish efficient training plans based on the requirements of both

the workforce and the business always achieve efficient results. While the

aforementioned authors wrote at two diffferent times, the point of convergence is the

fact that a well executed training strategy leads to effecient results. Whenua’s 2019

model as cited by Liambo (2018) and shown below (Figure 2), appears to be consistent

with the model created by Guest (1997), both of which see training as a crucial

component of HRM and one that is directly related to the organisation's corporate

objectives. Guest leans on the cause and effect aspects of different elements of HRM

strategy, training of which is a sub-aspect as shown in figure 3 below.

Figure 2. Strategic training and development model (Whenua, 2019)

Metrics which
Strategic training show the value of
and development Training and training
Business initiatives development
strategy activities

Mission Diversify the Use web-based Learning

learning portfolio training
Values Performance
Improve customer Make improvement
Goals
service development
planning Reduced customer
Accelerate the mandatory complaints
pace of employee
learning Develop web Reduced turnover
sites for
Capture and Employee
knowledge
share knowledge satisfaction
sharing
Increase amount
of customer
service training

Fig 2. Strategic training and development model (Source; Liambo (2018)

Figure 3. Guest HRM model (Guest, 1997)

Fig 3. Guest HRM model (Guest, 1997) (Source; Liudmila Lobanovaa*, Iveta Ozolina-

Ozolab , (2014)

2.2.3. Employee Performance

The effectiveness, efficiency, and calibre of the work that employees produce is referred

to as employee performance. It includes a variety of elements, such as the quantity and

quality of labour, adherence to organisational norms and procedures, and the

accomplishment of goals and targets (Yimam, 2022). Additionally, it helps assess an

employee's value to the company. It is found that employees finish specified, well-

established company tasks, and the completion of these tasks can subsequently be

evaluated considering pre-planned, pre-established goals and objectives. Armstrong &

Taylor (2017) highlight that, worker performance management indicates the constant

procedure to refine performance by setting individual and team objectives which are

synchronised to the tactical company-wide goals, scheduling efficiency to attain the

goals, reviewing, and evaluating progress, and establishing the know-how, and abilities

of individuals. Yimam (2022) found that workforce performance reflected the refinement
in production by suitable usage of novel technology with the assistance of greatly

aggravated workers. The management sets higher standards for people to gauge the

efficiency of workers for the welfare of the company (Yimam, 2022).

2.2.4. General Impact or Link between Training and Development and

Employee Performance

According to numerous studies (Bhatti et al. 2021; Karim et al. (2019); Appiah 2010;

Luthuli et al., 2019; Sultana, et al. 2012; Nassazi, 2013), training has been shown to

positively influence employee performance and yield benefits for both the employee and

the organisation. Specifically, Karim et al. (2019) states that, learning via training is

found to be a vital force in increasing workforce performance, attaining business goals,

and impacting the performance of the company. Luthuli et al., 2019 adds that,

performance gaps in the workforce might be bridged by executing a pertinent training

technique to develop specific abilities and competencies of the employees henceforth

improving their performance. Bhatti et al. (2021) suggests that worker training helps

workers in the acquisition of superior abilities, know-how, and outlooks for their superior

performance. Although the authors wrote at different times, we note a consistent theme

that training and development has a positive impact on worker performance and benefit

the organisation. It is therefore imperative for an organisation to prioritise training and

development in its strategy to unlock greater performance.

 2.2.5. Training, Employee Engagement, and Performance

An employee's level of engagement with their job can be described as the amount of

enthusiasm and commitment they have for their work. This is backed up by Praida and

Sundaray (2020) who state that employee engagement indicates the extent to which a

worker is cognitively and sentimentally connected to his work and company. Sendawula

et al. (2018) adds that a worker’s commitment to their employer and the employer’s

values, plays a significant role in how well they perform on the job. The assertions from

these two scholars align on the link between worker engagement and their commitment

to their individual performance and that of the company. It can be safely argued that

engaged workers may be a key to a company's prosperity due to the positive effects this

engagement has on morale and work satisfaction. When people feel they can reach

their full potential and feel that training and development is designed to help them do

that, they give their entire effort to their work performance. Basically, employees are

more likely to participate when they are aware of what is expected of them and the

opportunities that lie ahead. An engaged employee is one who is aware of the

supportive corporate environment, collaborates with peers to improve performance on

the job for the benefit of the business. Inadvertently, when workers experience positive

emotions that broaden their thinking and help them become more absorbed in their

work, a positive corelation between workforce engagement and performance through

increased dedication is formed.

 2.2.6. Pros and Cons of Investing on Employees

Companies that view training and development as an investment rather than a cost and

that consider their employees as resources are better off, according to Adzido et al.

(2015). Unequivocally, investment on employees can refine interpersonal relations

amongst workforce and management to lessen conflicts at the workplace. Moreover,

there is an additional increase in effective communication that contributes to workforce

dedication and trustworthiness. Employee unity at work is fostered by the perception of

co-workers and managers as friends rather than rivals in the workplace. This is because

training provides context to highlight specific roles to avoid role conflicts. Adzido et al.

(2015) show that training and development increases the efficacy and effectiveness of

workers, contributing to cost decline in respects of less leadership and time, less

mistakes, and appropriate time management leading to enhanced pace, efficiency, and

excellence. The competent workers improve the business’s reputation, competitiveness,

and efficiency. Such a reputation appeals more clients and increases sales. Employee

training assists in addressing business dynamics and facilitating the adoption of newer

technologies and methodologies. Workers exchange novel know-how and abilities

attained improve innovation for a competitive edge as well assist execute corporate

changes (Giday & Perumal, 2022).

2.3. Training and Development at Toyota

2.3.1. Overview of Practices by Toyota

Profiroiu et al. (2020) found that training is deemed a decisive technique for Toyota’s

sustainable growth of its business. This organisation has established its own academy

which is accountable not just for the workforce training but also for the training of the
distribution channels and the external stakeholders. However, the training offered by

this academy has undergone a transformation in part due to a change in the business

model due to digital transformation. The methods adopted were a combination of

remote and in-present classes (Jaroenlap & Sovajassatakul, 2020). The initiative was

the innovative channel known as ‘We Grow’ which was intended for training and

workforce development. The elements of this initiative were smart learning, social

learning, and knowledge management (Muniz Jr. et al., 2022). Toyota is distinguished

by its commitment to quality as a fundamental value and its cultivation of an employee-

empowered culture. The organisation places significant emphasis on providing training

and equipment to its personnel, acknowledging that excellence is fundamental to its

achievements. Toyota is distinguished in the automotive industry by this dedication to

excellence, which motivates all facets of its operations. The Toyota Motor Kyushu

(TMK) report shows that, Toyota's trainers established challenging goals that assisted

an employee in improving their performance. The training and mentoring programs at

the company assisted it in winning the Group level, Shift level, and Business level

abilities competitions.

2.4. Methods Employed by Toyota

2.4.1. Training Methods Used by Toyota

Workforce training in Toyota is designed to offer refined competencies and know-how in

product development and delivery of services. It equips its workforce to have an

increased focus on excellence in their work. The study found that the ability of workers

in the company is emphasised and has a systematic procedure to undergo. The

company offers about 2-weeks of training every year for all its workers. Toyota also
carries out training of young workers with an emphasis on actual problem-solving

methods to improve realistic problem-solving competencies. The company has

thoroughly established and executed training to refine the management capabilities of

managers and worldwide training for workers for partners abroad to reinforce realistic

competencies in the execution of the ‘Toyota Way’ model of the company (Einesalo,

2018). While the strategy, design and approach of the training programs is important

and has been expounded on, the mode of delivery is also important. Lameijer et al.

(2021), expound on the diverse approaches used by Toyota to provide these trainings

and they point out to a combination of classroom training, on the job training and

personal training. In a further study by Benkarim & Imbeu (2022), they state that Toyota

perceive the actual learning outcomes from on-the-job training as having helped

employees accept the new workplace practices and understand the concepts and their

objectives.

2.4.2. Development Initiatives to Build Employee Skills at Toyota

Toyota has been promoting individual development with the Career Support Program

(CSP) which offers organised assistance for individual workers (Toyota, 2017). The

development initiatives taken by Toyota to build employee skills are found in job

rotation, internal assignments in the company, cross-company tasks, and training

methods. According to Oudhuis & Tengblad 2022), the initiative of job rotation, which

promotes transfers between various business units to expand employees' knowledge

and skills, was taken into consideration. In addition, there were numerous international

assessments for Toyota, which facilitated the workers to better comprehend the

strategic directions of the company in other nations while developing soft skills that suit
the global workplace (England et al 2020). This strategy indicates that the organisation

deliberately tries to bridge the gaps in knowledge to ensure it retain key talents because

of their direct influence on the organisation’s overall performance.

Toyota has a total dedication to workforce development by means of endorsing growth

via work and innovations. The Company communicates effectively based on “The

Toyota Way” and the role of every individual in realising it. The Toyota Way

demonstrates the company's strong commitment to group efforts by enhancing each

employee's competencies to work in unison toward a common objective. According to

the study, this organisation's high-efficiency teams are developed through ongoing

organisational design and diagnostic exercises that focus on honing the key

performance factors. The forces might entail development of capabilities, decision-

making, corporate structure, roles and responsibilities, reward and recognition,

communication, capability for creativity and change management and so on (Marin,

(2020).

2.5. Challenges in Training and Development

2.5.1. Challenges Faced by Toyota in Training and Developing its

Employees

There is no doubt that client choices are quickly changing. In view of the same, the

workforce requires to be equipped with the correct skills to provide quality service in

such a vibrant setting. Toyota's challenge as it moves forward into the future of

emerging client and market behaviours is to respond to newness in a constructive way

with the goal of learning and breaking the mental block. The study reveals that there’s
an ongoing struggle within the organisation in retraining staff for a digital workplace and

facilitating remote learning. Concerns about bridging skill gaps and maintaining open

communication are also present specifically, managing the challenges of working

remotely. Additionally, Toyota has struggled to seize all the opportunities that the new

digital tools present to its industry, especially in the areas where automation could free

up time for staff to concentrate on higher-value tasks (Ross et al., 2019). As a result,

Toyota's training programs have suffered, offering fewer advantages and being less

effective overall. The company's trainers need to quickly adapt to this new reality since

they might no longer provide training in a traditional classroom setting but rather through

digital channels (Foroughi, 2021). In that instance, the online teaching format has

increased the training programs' efficacy. Digital tools, video training, and other

resources are used in the design of the training programs. Because virtual training has

so many advantages, the company should continue to leverage it (AUNG, 2019).

2.6. Impact on Overall Company Performance

2.6.1. The Impact of Effective Training and Development on Toyota's

Success

According to Takeuchi et al. (2008), "No executive needs convincing that Toyota Motor

Corporation has become one of the world’s greatest companies because of the Toyota

Production System (TPS). The unorthodox manufacturing system enables the Japanese

giant to make the planet’s best automobiles at the lowest cost and to develop new

products quickly". They further opine that what differentiates Toyota is it views

employees not just as pairs of hands but as knowledge workers who accumulate chie—

the wisdom of experience—on the company’s front lines. Toyota's focus on the learning
and development of workers, and specifically through in person interactions on the job

improve worker skills, further boosting Toyota's efficiency and therefore its success.

This co-relation can also be seen in other industries as espoused by Barret Cordero

(2020). The writer states that, companies such as Apple, Google, Ritz-Carlton, and

others have demonstrated the advantages of prioritising learning.

In addition, training methods at Toyota such as shifting to digitalised training programs

in-house have saved the company approximately $5.7 million over a period (Information

Week, 2022).

2.6.2. Case Studies and Examples

Numerous examples propping the positive impacts of training on organisations abound.

For instance, training has had a momentous impact on the workforce commitment in the

Central Bank of Nigeria (CBN) (Famodun, 2020). Oman Air's workforce performance

has greatly improved because of training and development programs, which have

allowed the company to maintain its competitive advantage, boost employee

satisfaction and confidence, and reduce attrition (Al-Rawahi, 2022). Yimam (2022)

stated that the training aspects such as TNA (training needs assessment), training

design, delivery technique, and more possess a momentous positive impact on the

performance of the administrative workers in Bahir Dar University.

While these examples affirm the positive impact of training and development on

organizations, training alone is not a silver bullet as stated by Lin Grensing-Pophal

(2019). The writer concludes that, while employee training and development initiatives
can and should be vital to any organisation, they should only be employed when

employees require specific knowledge or skills to be imparted. If there are underlying

issues and deficiencies, training on its own is probably not going to help. In addition,

employee motivation and perceptions are important factors.

2.7. Summary and Gaps in Literature

The review of the literature indicates that while many aspects of training and

development have been studied in the past, not much of it has been specifically studied

in relation to how it affects workforce performance in the automotive sector (King-

Daniel, 2020). Additionally, when it comes to analysing the effects on workforce at lower

or intermediate levels, prior research has primarily concentrated on the flaws in high-

level management approaches to training and development. This study looks at the

basic issues surrounding training and development, how it affects worker performance,

and the difficulties Toyota is currently facing. It also provides recommendations on how

to improve these areas so that employees can contribute to the company's success

more successfully. According to the previously reviewed literature, training and

development were only measured in terms of training designs and methods. The current

study has taken into consideration a variety of training and development topics that

were not previously examined to determine the impact on worker performance.

3. CHAPTER THREE: METHODOLOGY AND METHOD

3.1. Introduction

The methodology is defined as an effectual and vital strategy that is executed to

assimilate accurate data and information and assess them in a successful manner. The

main aim of this section is to recognise and discuss numerous research techniques and

their relevance in collecting crucial information about the research topic. This section

describes the study approach, research questions, validity and reliability, data selection

& collection, ethical considerations, and research limitations (Pandey & Pandey, 2021).

3.2. Philosophical Perspective

According to Saunders et al. (2015), a philosophical perspective serves as the basis for

the research investigation and directs the entire methodology. It includes all the

fundamental presumptions regarding the nature of knowledge and how it is acquired.

Lewis & Thornhill (2012) highlight four different research paradigms namely, Positivism,

Pragmatism, Interpretivism and Realism. As per their assertion, pragmatists consider

the possibility of multiple realities and the inability of any one perspective to fully capture

the situation. On the other hand, positivists favour using quantitative techniques to

measure reality because, as Lewis & Thornhill (2012) note, they believe that there is

only one reality that can be measured and comprehended. They also contrast realism

and positivism in that both presume a scientific method to the advancement of

knowledge.

In light of the aforementioned, an interpretivism approach also linked with qualitative

research, was employed in this study because the researcher needed to make sense of
the subjective and socially constructed meanings expressed about the phenomenon

being studied (Saunders et.al 2019). According to Lewis & Thornhill (2012), in the

context of business and management research, interpretivist viewpoints are very

appropriate, especially in areas like organisational behaviour, marketing, and human

resource management. Given that, training and development is a subset of HRM

components, the researcher felt obligated to use this method due to its appropriateness

in aiding this research and answering the questions posed.

3.3. Research Approach

A research approach is a process of formulating a theory selected for a study by

scientists (Saunders et.al 2019). This must be selected with the primary goal and

emphasis of the study in mind. It has an impact on all facets of the research

methodology, including data collection and processing. According to Saunders et.al

(2019), research approaches can be broadly divided into two categories: deductive and

inductive. The inductive method starts with pertinent observations and proceeds to

generate a fitting conclusion. It's a very useful approach to discuss how to improve the

model and theories. On the other hand, the deductive method addresses the theories

that stem from the primary theories and adds to the validity of the models (Rott, 2021).

Considering this investigation, the researcher concluded that the inductive technique

was more appropriate for investigating and comprehending an occurrence which in this

case is, the impact of training and development on employee performance. The main

goals of this strategy, which this study adhered to, are theory development, data

analysis, and collection. Furthermore, it is believed that hearing other people's and the
community's perspectives is beneficial when using the inductive approach.

Consequently, the suitability of this methodology for this type of investigation allowed

the researcher to better understand the nature of the research problem. Nur (2020)

highlights that, this also facilitates the researcher's familiarisation with the data gathered

from secondary data collection sources.

3.4. Methodological Choice

The methodology addresses the process of gathering information (Saunders et al.

2015). It highlights the instruments and methods that an individual decides to employ in

order to obtain data for their chosen strategy. Three basic approaches to methodology

exist, according to Saunders et al. (2015): mixed-methods, qualitative, and quantitative.

The quantitative approach, which gathers and assesses numerical data, is frequently

linked to positivism and the deductive method. Nonetheless, the qualitative method,

which emphasizes observation and interpretation, is strongly associated with the

inductive approach and interpretivism paradigm. More specifically, it is typically linked to

extracting the meanings to be studied from words and images, employing participants

rather than respondents, and gathering data using both semi-structured and

unstructured methods. According to Taherdoost (2022), the mixed-method research

technique integrates qualitative and quantitative components to address the research

questions.

Based on the inductive approach and emphasizing observations and interpretation, the

qualitative research method was deemed more suitable for this specific study. This is

because it adequately addressed the research question and offered a comprehensive

understanding of the difficulties Toyota faced in its workforce development and training
initiatives. This supports the hypothesis put forth by Bleiker et al. (2019), according to

which gathering data from secondary sources facilitates the process of compiling

comprehensive information on the subject. In addition, it provided a broad perspective

as it is believed to elucidate the causal relations.

3.5. Strategy

Notably, the research project uses a variety of strategies, including action research,

documentation, ethnography, case studies, grounded theory, and archival inquiry

(Saunders et.al 2019). The Authors further highlight that, an ethnographic study is a

comprehensive form of observational research that looks at people in their natural

environments. A key differentiator of this research strategy, according to Saunders et al.

(2019), is the examination of a case within its actual context or setting. Understanding

the procedures used to gather data and draw conclusions is essential. In contrary, the

study of phenomenology helps academics understand the nature of how people

experience a given event (Saunders et.al 2019). Using the opinions of the respondents,

grounded theory allows the researcher to develop an abstract theory of a particular

action. The researcher selected a case study approach for this investigation because,

according to Yin (2018) as cited by Saunders et al. (2019), it offers a great deal of

flexibility that other approaches, like grounded theory, do not readily offer. Moreso, it

sets out to understand the dynamics of the topics being studied within it’s setting or

context (Eisenhardt 1989; Eisenhardt; Graebner 2007) as cited by Saunders et.al

(2019). Consequently, in this kind of study, this was the researcher's best course of

action.
 3.6. Time Horizon

According to Saunders et.al (2019), there are two types of time horizons namely

longitudinal and cross-sectional. Adding that, longitudinal research is where the study is

carried out over an extended period. The purpose of this is to observe and investigate

the variation and development in certain subjects. The cross-sectional time horizon is

usually suitable for the studies formed to determine the occurrence of an event,

condition, problem, attitude, or question, by supposing a cross-section of the population

(Saunders et.al 2019). The current study is a cross-sectional study as it assisted the

researcher to attain an entire opinion as it stands at the time of research. This in line

with Gupta & Gupta (2022)’s study which affirms that cross-sectional research enables

one to choose what’s needful to know, identify the study population, choose a sample,

and associate with the respondents to investigate the required information. It is further

deemed a flexible research time horizon (Gupta & Gupta, 2022).

3.7. Techniques and Procedures

According to Lewis & Thornhill (2012), this section describes the actual steps that one

takes (data collection and data analysis) in accordance with the course of action they

have chosen.

3.7.1. Data Collection

Primary and secondary data collection techniques are the two main categories. Primary

data refers to information that researchers have firsthand experience with and have

created with the express purpose of resolving a research problem (Adam et al. 2014).

The advantage of gathering this kind of data is that it serves the researcher's goals and
their study. Conversely, secondary data refers to information that has previously been

gathered for different research purposes and frequently originates from outside sources

e.g. websites, industry and business reports, media reports, and other materials are

examples of secondary data (Mazhar et al. 2021).

The present study relies mainly on the secondary data collection. This includes

documents, news, publications, industry associations, business reports, and more.

Business annual reports, CSR reports, peer-reviewed journal articles, and other

published articles about employee training and development within a company were

among the documents used to gather information on the selected research topic. These

sources were gathered because they were readily available, reliable, and adequate

enough to aid the research study. They collectively offered insightful data about

Toyota's training and development policies and how they affect both worker and

business performance.

3.7.2. Data Analysis

The process of evaluating data and providing a certain level of understanding,

justification, and interpretation of the trends and themes in text-based data is known as

data analysis (Lewis & Thornhill 2012). Adding that, to evaluate qualitative data, a

variety of data analysis methods are available, including document analysis, template

analysis, narrative analysis, content analysis, and thematic analysis.

The best technique and procedure chosen for this study was thematic analysis due to

its qualitative nature, the absence of primary data collection, and the review of only

secondary sources. Braun and Clarke (2006) define thematic analysis as a qualitative
research technique that involves searching a data set for recurring patterns to find,

examine, and report on them. Adding that, it is a useful way to understand experiences,

thoughts, or behaviours across a data set. Moreso, theme analysis is the best analytical

technique for inexperienced qualitative researchers (Nowell et al. 2017). Previous

studies conducted by writers on related subjects were examined, and common themes

and their relationships were identified. The resulting understanding was then used to

generate new insights and arrive at conclusions.

3.7.3. Ethical Considerations

It is no doubt that the qualitative study might confront numerous ethical issues mainly in

the area of business and management. The current study was conducted by

considering the ethical problems which may arise. To fulfill the requirements of tracking

empirical know-how and the rights to be examined, ethical issues were taken into

account. The researcher obeyed copyright issues and plagiarism problems at the time

of carrying out the entire study. The researcher, preserved the privacy of this research

study and managed to safeguard the data. Management of various kinds of acts such

as the Copyright Act and others assisted the researcher in collecting data to fulfill the

study objectives (Pietilä et al., 2020). As the present study was fully based on

secondary sources of data collection, the problems associated with storing personal

data, and anonymous answers did not exist. However, according to (Goodwin et al.,

2020), the absence of informed consent and non-compliance of secondary data with the

study anonymity practices might be a threat to carrying out the secondary study.
 3.8. Research Limitations

The secondary data may be general, contradictory, and may not always help

businesses make decisions. In addition, given the length of this research, collecting

data from multiple peer-reviewed journals, websites, and other sources was thought to

be costly and time-consuming. Additionally, the researcher encountered difficulties

accessing and gathering sufficient data on certain topics, such as the statistics of

employee performance at Toyota, because this was private and confidential information.

Lastly, there was lack of primary data directly obtained from employees who would be in

a better position to relieve their experience. However, the limited time and resources

would not allow the researcher to pursue that route.

3.9. Validity and Reliability

Saunders et.al (2019) define validity as the appropriateness of the measures used,

accuracy of the analysis of the results and generalisability of the findings. On the other

hand, consistency and replication are what define reliability (Saunders et al., 2019).

According to Welman et al. (2005), reliability measures how well the techniques and

data collection tool can produce accurate and trustworthy results, whereas validity

relates to the precision and honesty of the data in measuring what it is intended to

measure. For this investigation, both validity and reliability were considered. For

instance, before beginning the research, a careful and comprehensive review of the

literature in the field was done. This made it possible to identify the theories and the

research questions. The results provide strong evidence for the theories and themes. In

addition, the data collected to address the research question was adequate and derived
from reliable sources (news, peer-reviewed publications, official company websites,

etc.).

However, the researcher cannot guarantee that the study's findings are 100% accurate

because there are a few issues related to secondary data such as, inaccuracy, out-of-

date, or invalidity.
4. CHAPTER FOUR: RESULTS AND DISCUSSION

4.1. Introduction

This section's main emphasis is on presenting and analysing the investigator's findings.

The conclusions from the secondary data used in the current investigation, which

includes trade association reports, published data, Toyota annual reports, and more, will

also be included. It also aims to analyse and interpret the results given using secondary

data. This demonstrates the distinctions and overlaps between the main viewpoints of

the current study and the corpus of research on the effect of training and development

on workforce performance by having participants complete the same task. The study's

conclusions have important ramifications for HR managers who use efficient training

and development strategies to produce exceptional worker performance.

4.2. Results

4.2.1. Impact of training and development programs on overall employee

performance

According to Xie et al.'s 2022 study, an employee development strategy that is well-

designed can reduce employee turnover, increase productivity, enhance the ability to

use new technologies, improve client services, and reduce expenses. It is also

discovered that Toyotas' training and development programs help employees form new

habits and change the way they think about problems and goals. Khan (2019) found

that Toyotas' classroom training is helpful in fostering early awareness and knowledge

about the fundamental ideas in a field like "Lean Production," particularly regarding the

notions of waste and value-added tasks. However, it was discovered that this kind of
training had no effect on Toyota's culture. Thus, the theoretical training at Toyota is

unlikely to encourage employees to improve their behaviour and become involved in the

new systems.

On the other hand, the literature review focused more on Toyota's on-the-job training,

which has been demonstrated to improve workforce knowledge and facilitate

employees' understanding and acceptance of the new working strategy. Therefore, it

can be said that although theory-based training has a negative impact on workforce

performance at Toyota, on-the-job training methods are found to have a positive effect

on employee performance. It follows that Toyota views in-the-work training as a vital

part of staff productivity and providing high-quality services. It is now acknowledged for

raising worker productivity and streamlining office operations. Additionally, the

outcomes show that OTJ training benefits the workplace by enhancing workers'

expertise and boosting their self-confidence in their ability to handle their

responsibilities. Offering this kind of training could be a useful policy tool to shape

current employees' competencies to meet the specific needs of the businesses (Sautter

& Daling, 2021).

According to Niati et al. (2021), there is a direct link between employees' training levels

and how well they do their jobs. Adding that, the key to a company's success is to

optimise each employee's potential. This study reveals that Toyota views the OTJ

training as critical, and that it t has helped by allowing new hires to advance their

technical output. It has been discovered that the Toyota Kata brand training program

has improved worker performance within the organisation. This training method consists

of two components: Coaching Kata and Improvement Kata. Specifically, Kata

improvement practise has been shown to continuously enhance a procedure from its

present state to a desired situation. Whereas the coaching kata practice has shown to

be successful in maintaining employees' ongoing progress. Thus, it can be inferred that

Toyota enjoys a long-standing reputation throughout the world for offering its employees

comprehensive and cutting-edge opportunities to grow personally and protect their jobs

(de Souza et al., 2022).

4.2.2. Training and development practices' impact on corporate

performance

According to Giao et al. (2020), training and development are crucial for effectively

managing and empowering individuals, who are the most valuable resources in any

organisation. An awareness of these kinds of practices can help managers support their

employees in producing high-quality work and maintaining their motivation. It will

improve both individual and organisational performance and increase the company's

capacity to meet objectives in accordance with performance standards and goals

despite obstacles from both the inside and outside of the organisation. According to

Toyota's sustainability report for 2021, the multidisciplinary role of the Toyota Academy

is to allow its businesses to manage a portion of the training in a centralised way by

aligning their skill sets with its product offerings. The literature review by Matsuo (2015)

supported these secondary findings by noting that, overall, Toyota's training and

development initiatives enhance the company's understanding of performance,

optimisation, and innovations, which in turn boosts performance. According to this

interpretation, the most significant impact of training on employee and company

performance is in improving the calibre and volume of the business's output, securing its
stability, lowering risks, cutting expenses, improving management, and growing the

business as a national and international organisation.

However, according to a study by Powell & Coughlan (2020), Toyota faced several

challenges about training and development. This could be due to the stark differences in

what employees learn in offering training practices and what they do when they are put

in a real-world scenario. It could be argued that Toyota's poor manufacturing quality was

caused by inadequate training for its employees, which resulted in uncontrolled

performance and made it difficult for the company to manage its training and

development initiatives to educate the company's expanding workforce. In addition, it

was found that Toyota workers at the time of the problem lacked the abilities and know-

how required to carry out the essential job functions at the greatest levels. The results of

the literature do not support these secondary findings because Toyota's subpar

business performance and inadequate training and development procedures were not

mentioned. Therefore, it can be inferred from the results that some of the inadequate

human resources development policies may be the reason why companies are unable

to meet their goals. Therefore, it is critical to understand how workforce development

and training may affect corporate performance. It can be further interpreted that, in

Toyota, it is now crucial to ascertain the relationship between company performance

and productivity and training and development (Arokodare & Asikhia, 2020).

4.2.3. Techniques used by companies to train and develop their workforce

Toyota’s 2021 report states that, training is a key strategy for the company's organic

and sustainable business growth. According to Toma & Naruo's (2017) study, Toyota is
regarded as a knowledge-based company that has consistently recognised the value of

education and training. For instance, ninjutsu technique aids in the development of

managerial skills in the business workforce through training. Toyota is well known for

providing training both internally, through job rotation and mentoring, and externally,

through conferences and case studies. Similarly, a 2021 Toyota report states that the

business makes a concerted effort to maximise employee training, with a focus on

professional development associated with job roles and soft competency training. The

company reportedly increased inter-business training gradually. Owing to the Toyota

Academy's modification of its training curriculum to align with the new business model,

ongoing content digitisation, and the delegation of responsibilities across the

organisation's divisions, training is carried out autonomously through specialised

operations. Considering these findings, Profiroiu et al. (2020) claimed in their literature

review that the Toyota Academy bears responsibility for training external stakeholders in

addition to its workforce.

Another study by Benkarim & Imbeau (2022) suggest that this car brand offers five

different types of on-the-job (OTJ) training practices: skill-based programs, supervisory

programs, improvement-based programs, and kacho (management sessions). Trained

instructors from various Toyota departments conduct these workshops in their capacity

as mentors and educators for the company's employees. Toyota’s integrated report

from 2022 stated that, in addition to human resource development (HRD) which is

approved by the company in Japan and managed by affiliates in other regions, Toyota

has been providing training through international executive development to create a

workforce capable of executing the company's business philosophy globally. Through its
Global 21 program, it hopes to provide skilled employees worldwide with knowledge

relevant to global Toyota managers and enable them to fully utilise their strengths in the

relevant areas of responsibility.

Toyota's workforce development initiative is further supported by three pillars: task

deployment and training sessions; indications of managerial philosophy and

expectations of managers; and human resource management. These results are

somewhat consistent with the literature review by Benkarim & Imbeau (2022), which

found that Toyota supports offering employees a variety of training options, such as

classroom instruction, on-the-job training, and opportunities for personal training, to help

them hone their skills. Therefore, it can be argued that the real training comes from the

Toyota's on-the-job (OTJ) training program. Considering its relevance and significance

in understanding the goals and necessity of implementing automotive business

practices, it is possible to interpret this as meaning that most organisations across all

industries consider on-the-job training to be a practice.

4.2.4. Challenges faced during the process of training and developing

workforce

According to a study by Hang (2021), Toyota Corporation is finding it more difficult and

challenging to train and develop its workforce due to new technologies, changing

customer preferences, and rapidly changing environmental conditions. However, every

obstacle this business faces presents an opportunity to do better. Toyota is found to be

in a good position to steer the future due to its frequent updates to its training materials

and program, utilisation of state-of-the-art learning resources, and pursuit of global

perspectives. As the company advances into the next wave of changing customers and

market actions, further investigation into the literature reveals that this brand's challenge

is to positively react to originality with a learning mindset and mental block

segmentation.

The findings in the literature are supported by secondary research results, which show

that Toyota must reskill for a digitalised workplace and adjust to the virtual

environment.. Technology has been changing how people interact, work together,

communicate, and solve problems. Due to this, there are now unusual demands for

digitalised competencies across a wide range of industries and job functions.

Considering this, Toyota's employee development managers and leaders must take

advantage of digital technologies and channels to create and implement engaging

learning experiences as well as assess and determine the workforce's learning

outcomes. From the foregoing, it can be deduced that the organisation may need a

workforce proficient in high-tech stacks for digitisation. Additionally, Toyota may find it

expensive to implement digitalised training and development practices for its

employees; thus, this could be seen as a barrier. The manager's abilities and the

technology used to deliver training and development activities may not match up very

well. Besides, it can be interpreted that there must be alignment between the digitisation

objectives of the company by reforming the workforce's roles and responsibilities. There

must be imaginative and virtual training techniques adopted by Toyota which can

facilitate self-paced learning and certification.

Moreover, the company might need to nurture and leverage the strength of data and

analytics to notify and refine their practices (O'Donnell, 2021). A study by Mlambo et al.
(2021) found that lifelong learning can be considered another major challenge for

workforce development. It is further asserted that the prompt pace of changes and

imagination in the corporate world needs workforce to continuously upgrade and update

their competencies and know-how and to attain novel ones. However, Toyota has been

constantly rising, emerging, and adjusting to the varying desires and dynamics of the

Automotive sector. This company is aimed at creating a pool of progressive and

advanced workers by overcoming the shortage of competent workforce via constant

upgradation of skills.

4.3. Summary

Research questions were used to frame a discussion of the findings based on the

secondary qualitative data analysis. An overview of the study's main findings can be

found below. The findings showed that the impact of employee performance on

workforce development and training was evaluated using secondary data. According to

Toyota's training and development policies, the findings suggest that the company has

been using a range of programs, such as skills-based training, supervisor programs,

improvement-based sessions, and many others, to conduct successful on-the-job (OTJ)

training at its offices. The results indicate the existence of a Toyota Academy that

oversees the provision of training to employees and outside parties. At Toyota, training

procedures are implemented randomly in accordance with the results.

Additionally, the researcher discovered that Toyota places a high priority on offering its

staff members opportunities for personal growth and classroom instruction. The results'

interpretation indicates that OTJ training is significantly more successful than theoretical
training. There exists a positive correlation between Toyota's training and development

policies and employee performance. The OTJ has been found to enhance worker

performance. At Toyota, it has raised service quality standards and staff productivity.

The impact of training and development methods on an organisation's overall

performance was one of the other issues the researcher brought up. The findings

demonstrate how these practices help the organisation optimise its knowledge for

efficacy, creative ideas, and optimisations all of which enhance performance. Toyota's

workforce was usually exceptionally skilled at what they did because of the company's

training protocols. Based on the company's experiences, it is now simple to conclude

that car companies reasonably fund training and development, which greatly raises the

calibre of their workforce. Digitisation and virtual training are two of the biggest issues

faced by Toyota as far as training and development procedures are concerned. Another

significant issue is that Toyota may find it expensive to adopt digitalised training and

development methods for its employees; as such, it could act as a barrier.

5. CHAPTER FIVE: CONCLUSION

5.1. Introduction

This study's section provides an overview of the investigation, conclusions drawn from

the findings, and recommendations for future research. It includes an overview of how

training and development affect employee performance at Toyota. The author also

provides the scope of future research and the limitations of the current study for

additional research.

5.2. General Conclusions

It is determined that training and development are essential components of an

organisation's human resource management. Thus, having knowledgeable and skilled

employees is crucial to a business operating at its best. A workforce is considered

skilled when it possesses the knowledge and abilities needed to complete a task. The

approach selected for this study served as a roadmap for the entire process of

investigating how training and development procedures impact workers' performance.

The secondary analysis and thematic analysis in this study defined the scope of the

research which utilised a qualitative attitude to conduct the secondary research.

Moreover, the limitations of the research were further recognised, entailing the usage of

secondary data only. This chosen technique helped the scholar to prevent any risk to

the quality of the study.

The significant literature review highlighted numerous themes such as an overview of

training and development; its relevance on organisational success; general impact on

employee performance; pros and cons of investing in workers; training and

development practices concerning Toyota and its impact on both employee and

company performance. It was concluded that various key researchers have significantly

contributed to the literature on the impact of training and development on employee

performance including TKM (2015); Bhatti et al. (2021); Luthuli et al. (2019); and so on,

all whose work has been assessed as part of this study along with various other

scholars. The literature review initiates by exploring the overview of training and

development and then studying it concerning Toyota. It can be inferred that the

research has effectively studied the practices of Toyota in training and development

areas. Besides, it is also demonstrated that the associations that existed between

training and development activities and employee performance

Considering the study's conclusions, it is possible to state that training and development

procedures provide employees with opportunities to pursue better careers and hold

more prestigious jobs. The study adds to the body of knowledge in the quality area of

scientific literature. The study has provided some theoretical clarifications regarding the

idea of ideal training practices implemented at Toyota. Additionally, the work shows that

the adoption and acknowledgment of best practices in training have resulted in

improved performance, which in turn guides the organisation toward achieving business

excellence. It is suggested that the study's findings have excellent implications for

theory, management, and policy-making. The outcomes for the managers, assert that

training and development, employee satisfaction, and worker performance are

extremely vital in Toyota since they offer a prospect to workers to acquire and update

the needed competencies for them to keep the workers. Research has shown that

employers who provide training to their employees support their commitment to their
jobs, which may increase employee satisfaction and productivity (Bafaneli & Setibi,

2015).

5.3. Research Question Conclusions

5.3.1. The impact of training and development programs in a company on

overall employee performance

The study concludes that training and development strategies have an impact on how

well workers perform at their jobs. It is also determined that since good training raises

employee and company competency, it is considered a major factor in Toyota

employees' increased performance. This highlights the need of closing performance

gaps, or the discrepancy between workforce performance as it is expected to be

performed and as it is performed. It can be deduced that the company's training

initiatives serve as a catalyst for employees to enhance their performance and develop

new skills, which leads to a subsequent growth. Therefore, training must be made

based on company-specific desires and goals. Effective training is found to be a

considerate intervention made to attain the learning required for updated workforce

performance. Consequently, it can be further concluded that training programs can help

employees become more aware of their current competencies and know-how by

imparting new knowledge, skills, and attitudes.

5.3.2. How training and development practices impact corporate

performance.

Toyota’s training procedures boost employee performance, which in turn boosts

corporate performance. It can be deduced that the company's training methods

enhance the foundational skills of employees with 1-3 years of experience by means of

leaders sharing their knowledge. Additionally, it has been observed that workforce

development using technology refines knowledge for productivity, optimisation, and

innovations in this company, leading to growth and development of its business.

Moreover, there is an implication that inadequate operations contributed to the

company's downfall. The business had unrestricted performance, which made it difficult

for the brand to handle its training and development sessions for the company's growing

workforce.

5.3.3. The techniques used by companies to train and develop their

workforce.

From this, it can be concluded that Toyota has been making investments in employee

training, with a focus on developing both professional and soft skills related to the job.

With the help of actions, advanced content digitisation, and a unique business model,

the company's Toyota Academy has modified its training program. This company has

determined that the key to the organic and sustainable growth of its business is training.

It's clear that Toyota successfully integrates on-the-job training, assisting staff members

in developing their competencies. The organisation is also found to be sufficiently

equipped to deliver training through job rotation, cross-business activities, internal

assignments, and training methodologies. These culminate in workforce development

programs, cross-business activities, training methods, and internal assignments at

Toyota.
 5.3.4. Challenges faced during the process of training and developing

workforce

The study suggests that Toyota's training and development program's failure can be

attributed to its incapacity to match training objectives with the company's digitalisation

goals. Its inability to identify non-training solutions is the reason behind a training

program's unsuccessful outcome. Further conclusions can be drawn, such as the

possibility that training procedures were ineffective when the environment was not

conducive to learning.

5.4. Recommendations

The study needed to offer relevant and useful recommendations based on the findings

of the investigation and the research questions and issues that were established. The

suggestions are illustrated as follows:

 Toyotas' training and development programs must be tailored to each

employee's needs while aligning with the organisation's objectives. Training

selections must also be based on a suitable needs assessment. This can help

the business determine whether the employees are happy in their current roles

and workplace as well as evaluate how well they are serving customers.

● It is recommended that training curricula be designed to accommodate a wide

range of needs. The objectives of the training programs determine the content,

the trainees, and the training programs.

● It is imperative that companies allocate a sufficient budget towards the training of

these essential resources. Making the most of people's potential to develop and

maintain the necessary skills, knowledge, and capabilities is crucial to the

 company's long-term strategy and serves as a tactical weapon in the fight for

market share.

● It is essential to create clear and colourful training and development plans and

documentation. It helps evaluate training program results in terms of learning,

behavioural modifications, and impact analysis results.

● Companies need to set aside enough funds for employee training. Profiting from

employees' abilities, know-how, creativity, and competency in both their

development and maintenance is essential and significant.

● It is recommended that Toyota follow reinforcement approaches to attest to the

fact that there are very few gaps between theoretical training and development

practices, and real-world situations. These methods ought to additionally confirm

that every employee is dedicated and that there isn't a breakdown in

communication within the organisation. It could be argued that these methods

are considered motivational techniques in an organisation that employs positive

or negative reinforcers to encourage employees to raise their level of

performance.

● Toyota management should encourage departments across its offices to

participate in training and development to position the company for success. To

help managers deal with employee changes, three crucial areas have been

identified. These include potential development, bolstering competitiveness, and

revitalising the workplace. This is being done to verify that Toyota employees and

strategic goals are in line to ensure that the public is receiving high-quality

services and programs, and that the training may aid in positioning Toyota going
 forward. Each department is required to create its own training and development

plan through a collaborative process that outlines its key tactical concerns for the

upcoming years.

5.5. Errors and Limitations

A significant constraint of this study was its exclusive focus on Toyota with no inclusion

of other organisations. The study places a strong emphasis on the relationship between

worker performance and training and development. However, this study does not

address the types of training or their implementation. Owing to time constraints, the

researcher looked at just one business, Toyota, to evaluate the company's training and

development procedures and how they affect output. Additionally, the researcher

concentrated on a thematic qualitative research approach, which has its own limitations

such as, lack of statistics, time consuming, etc., narrowing the outcome of the research.

In addition, a few journals and studies were not readily available online, which

presented challenges for the researcher when gathering secondary data. Further

considered as a study limitation are the data's generalisability and the lack of sufficient

research in this field.

5.6. Recommendations for Further Study

Subsequent research endeavours that gather data from populations situated in

disparate time zones may be undertaken to validate substantial empirical findings

regarding the influence of workforce performance on training and development. Future

research might concentrate on enhancing the evaluation of Toyota's effective training

initiatives and expanding their scope in relation to other businesses' training strategies.
The primary focus of this study was how training and development strategies affect

employee performance, productivity, efficiency, and general performance aspects. It did

not cover every concern related to methods of training and the performance of

employees. To get the intended results, this study might be extended to investigate the

strategic planning and coordinating of training and development initiatives with business

objectives. Future research may investigate the psychological effects of the training,

such as, how it affects motivation, behaviour, and outlook. It is recommended that future

researchers use questionnaires and interviews to obtain primary data for comparative

analysis. This method can help provide more authentic and precise answers to the

research questions.
6. REFERENCES