The facet of individual training effectiveness on the job performance of military personnel

The effectiveness of training in improving job performance has become a critical concern in organizations, with existing research highlighting various factors that influence job performance. In the case of a training-based organization such as the Malaysian Army, the opportunity to explore these influencing factors is limited and underexplored, primarily due to confidentiality and accessibility constraints. This study addresses the critical need to optimize the effectiveness of military training to enhance job performance within the Malaysian Army. This study explores how training design, training relevance and efficiency, performance self-efficacy, and perceived organizational support influence the job performance of military personnel in the Royal Artillery Regiment of the Malaysian Army. A quantitative research design was employed, utilizing surveys to collect data from military personnel across various ranks in the regiment, underpinned by Kurt Lewin’s Field Theory. The results indicate that performance self-efficacy, training relevance and efficiency are significantly positively associated with job performance. In contrast, training design and perceived organizational support did not correlate significantly, suggesting their effects might depend on leadership and team dynamics. These findings highlight the importance of enhancing performance self-efficacy through effective training programs and improving training design to meet real-world operational needs. Strengthening leadership support and refining training strategies are crucial for improving the overall performance of military personnel. The study offers practical recommendations for military training policies and proposes future research avenues, including longitudinal methods and qualitative approaches for a more comprehensive understanding of military job performance