EXAMINING THE MEDIATING ROLE OF EMPLOYEE MOTIVATION TO IMPROVE JOB PERFORMANCE THROUGH EMPLOYEE TRAINING AND DEVELOPMENT WITH THE MODERATING ROLE OF MANAGERIAL EMOTIONAL INTELLIGENCE

Abstract

This study investigates a conditional process model examining how employee training and development (ETD) enhances job performance through the mediating mechanism of employee motivation, with managerial emotional intelligence (MEI) serving as a critical boundary condition. Grounded in Self-Determination Theory (SDT) and the Ability-Motivation-Opportunity (AMO) framework, this research addresses a significant gap in understanding when and how training investments translate into performance outcomes. While extant literature establishes direct relationships between training and performance, limited attention has been paid to the motivational mechanisms that activate training gains and the leadership qualities that amplify these effects. Using a quantitative cross-sectional design with data collected from 420 employees across multinational corporations in Southeast Asia, this study employs Hayes' PROCESS macro (Model 7) to test a moderated mediation model. Preliminary findings indicate that intrinsic motivation fully mediates the relationship between ETD and job performance (β = .38, p < .001), while MEI significantly moderates the training-motivation pathway (ΔR² = .07, p < .01), such that the relationship strengthens under high-MEI managers. The study contributes theoretically by integrating SDT with emotional intelligence literature and offers practical implications for designing emotionally intelligent leadership development programs that maximize training ROI. Results underscore that training effectiveness is not merely a function of program quality but critically depends on managers' capacity to foster autonomous motivation through empathetic support and psychological safety.