Training participation and its impact on productivity and wage : empirical analysis of knowledge workers in MSC Malaysia

Using data from an online survey of knowledge workers within MSC Malaysia, this study (1) compares training participation between knowledge workers at local and foreign MSC-status companies and (2) examines the impact of this participation on productivity and wage levels. A cross tabulation analysis, logistic regression model and OLS regression corrected for selectivity bias are used for these purposes. The study finds that participation in training is generally higher among knowledge workers who are employed by foreign MSC-status companies. Certain aspects of training participation are positively correlated with productivity level, namely, in-house training, direct training and the number of training sessions attended. However, participation in foreign training in the past and longer duration of training are associated with a negative impact on productivity level. As for the wage effects of training, result shows that training participation has a positive impact on the KWs’ wage level but the association is only significant after selectivity bias is taken into account

Knowledge worker training in Malaysia

An increasing number of countries have shifted, or are shifting, towards the knowledge-based economy. For these countries, including Malaysia, the quality of knowledge workers is extremely important in determining the pace and success of such transition. Thus, training is often carried out to improve the skills of knowledge workers at the workplace. But despite its importance, research on knowledge worker training is extremely limited. This study seeks to partially fill this gap in the literature by investigating three aspects of knowledge worker training in Malaysia. Using an online survey, data is collected from a sample of companies and knowledge workers in MSC Malaysia. In the first part of the study, the role of foreign ownership on the provision of, and participation in training in MSC Malaysia, is examined. Here the questions of whether or not there are any differences between the quantity and quality of training provided by local and foreign MSC-status companies and whether or not there are any differences in training participation between knowledge workers working at both entities are investigated. After establishing that some variations in training do exist between local and foreign companies in MSC Malaysia, the second part of the study examines in more detail the determinants of training among companies in MSC Malaysia. It particularly investigates the factors that affect the occurrence and magnitude of training by MSC-status companies as a whole To complement these findings, the final part of the study investigates the impact of training on the knowledge workers’ earnings, productivity and career advancement. Due to the nature of the data set, however, the issue of endogeneity of training and selectivity bias are not addressed in the analyses of wage effects of training while productivity is measured subjectively via the knowledge workers’ perceptions of the effect on ability to perform job tasks. The third analysis on career advancement is further divided into the impacts of training on the knowledge workers’ likelihood of receiving a promotion and searching for a new job.EThOS - Electronic Theses Online ServiceGBUnited Kingdo

Training and innovation among knowledge-based companies in Malaysia

Using data from an online survey, this paper attempts to (1) examine the innovative efforts undertaken by knowledge-based companies in Malaysia and (2) to investigate whether or not training has any impact on those innovative efforts. It was found that innovation was evident among the vast majority of the knowledge-based companies, namely, in the “development of a major new product”, an “upgrade of an existing product”, “patents or copyrights for a product” and the “introduction of a new technology that improved production process”. A simple crosstab analysis suggests that when a training policy is in place, it not only positively influences innovation but innovation seems to be more important to the growth of the companies. Additionally, the regression result shows that training has a significant and positive impact on the company’s propensity to innovate

Determinants of training and its impact on firms' performance: evidence from Malaysia

This study attempts a brief discussion on human capital development in Malaysia. Using data from an online survey of companies in Multimedia Super Corridor (MSC) Malaysia, it: (1) compares the quantity and quality of training offered by local and foreign MSC Malaysia status companies, (2) analyses the factors that affect the occurrence and magnitude of training for these companies as a whole, and (3) examines the impact of training on the company performance level. The findings indicate that there is no difference between the quantity of training provided by local and foreign MSC Malaysia status companies, though the latter provide significantly better quality training than their local counterparts. Training is more likely to occur among larger MSC Malaysia status companies, those with lower worker turnover rates, those employing more full-time knowledge workers and those with a formal training policy. The magnitude of training provided is, however, largely determined by the size of the company, a strong internal labour market, greater share of R&D expenditures and the undertaking of training grants. The results also show that the total number of knowledge workers trained does have a positive and significant effect on the company’s performance level

MKitchen training and development

This book provides mKitchen training and development. The training starts with preparation of mKitchen training materials. The training and development includes call for participation, selection, and induction processes prior to actual training activities. The first phase of training is process phase, which is team building to create ta’awun among team members with ta’aruf (get to know), tafahum (get to understand), takaful (get to protect) and tanashur (get to love and care) orientation. The second phase of training is content phase, which is the essential modules (social entrepreneurship, business model canvas, digital business and marketing, cash management, crowd funding, occupational safety, hygiene management, personality grooming, culinary art, cooking, distribution, and public engagement). One month has been allocated for both process and content phases of training. The final phase of the training is the internship. The minimum internship is within 12 weeks. JEL Classification: M13 and M1

MKitchen IIUM students integrate food with budi sejahtera

This book explains mKitchen IIUM students’ journey in mKitchen by integrating food entrepreneurship with Budi Sejahtera. The students started the journey with in-class training on entrepreneurship, business plan development, digital marketing, and cash management. Then, the students had a cooking demonstration on Turkish delights. One month has been allocated for both process and content phases of training. Then, the students had the pre-internship demonstration at Wadi Budi IIUM before a month-long internship during Ramadan 1443