Relationship between Managers’ Roles in Training Programs and Motivation to Accomplish Work: The Mediating Role of Employee Engagement

Effective leaders have understood that human resource management can help transition from old-style management, based on rigid hierarchy, command and control, to a new-style, humanistic management style focused on employees, flexibility and collaboration. This paradigm shift has compelled managers to focus on the development and enhancement of employee competencies, enabling them to navigate unforeseen challenges, adapt to rapid organizational changes, and maintain resilience in the face of global competition and economic turbulence. In light of these evolving leadership demands, this study aims to assess the relationship between managers’ roles in training programs, employee engagement and motivation to accomplish work effectively. By integrating several leadership theories, a conceptual framework is developed to explore the interconnections between these key variables. A cross-sectional research design was adopted, with data collected from 300 trainees at an established judicial and legal training organization in Malaysia. SmartPLS was employed to assess and test the measurement model and structural model. The findings reveal that employee engagement is crucial to mediating between managers’ participation in training programs and employees’ motivation to accomplish work. These insights offer valuable implications for practitioners, helping organizations design effective employee engagement strategies and workplace training initiatives to enhance performance and align with strategic business objectives.