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Introduction
To survive in the current competitive and dynamic business world, employees need to possess both soft skills and hard skills. Accordingly, most present-day employers expect workers to demonstrate and excel in many “softer” skills such as teamwork and group development (Rothwell and Arnold, 2007). Employers are interested in tapping into vital soft skills obtained by employees during study and periods of work experience, rather than just degree-specific knowledge (Raybould and Sheedy, 2005). Maniscalco (2010), refers soft skills to “cluster of qualities, habits, personality traits, attitudes and social graces”, which everyone tends to possesses in varying degrees, and are needed for everyday life as much as they are needed required for work. Similarly, Lorenz (2009) refers to soft skills as “a cluster of personal qualities, habits, attitudes and social graces that make someone a good employee and a compatible coworker”. Gibbons and Lange (2000) maintain that the term “soft” skills are synonymous with core skills, key competencies and personal skills. Empirical studies have been carried out in several areas in Asia, specifically Malaysia. For instance, a study by Shariffah (2013) revealed soft skills in Malaysian tertiary education being a major concern of Malaysian higher school of learning. Furthermore, Staffan’s (2010) study on enhancing individual employability found that hard formal and technical vocational skills were considered to be of declining importance. Generally, these hard skills are considered less important in relation to individual employability and performance compared to different forms of soft skills. This indicates a connection between employees’ soft skills and performance. A study on the importance of soft skills in the workplace, found that the soft skills gap caused the high unemployment statistic of graduates Seetha (2014). Soft skills played an important role in determining the success of a project or work performance, and they are required for the success of organisation.
To achieve a high work performance culture, an organisation must provide its employees training and development programmes designed specifically to instil, build and change their attitudes and/or behaviours towards several organisational functions. As stated by Heathfield (2008), training is an important element in creating a high work performance culture.
The fact that training is one of the solutions that enable organisations to achieve a high work performance culture, it is important to...