FROM TRAINING TO EFFICIENCY: THE PARALLEL MEDIATING ROLES OF PERCEIVED PAY OUTCOMES AND WORK INVOLVEMENT AMONG EMPLOYEES IN A MANUFACTURING SETUP IN PAKISTAN

Abstract

Training is widely used in manufacturing, yet organizations often lack clarity on how it translates into employee efficiency. Drawing on human capital theory and social exchange logic, this study examines whether training predicts efficiency and whether this link operates through perceived pay outcomes and work involvement. Survey data were collected from 150 manufacturing employees in Pakistan. A parallel mediation model was tested using 5,000 bootstrapped confidence intervals while controlling for gender, age group, and education. Construct-wise exploratory factor analysis and reliability testing supported score construction. Training showed a strong positive association with employee efficiency. Training also positively predicted perceived pay outcomes and work involvement; however, only work involvement carried a significant indirect effect, whereas the indirect pathway through perceived pay outcomes was not supported. The direct effect remained significant, indicating partial mediation. Organizations should focus on post-training reinforcement of involvement by aligning roles, providing opportunities to apply skills, and strengthening supervisory support. Clear communication about how training relates to progression and rewards may prevent unrealistic pay expectations. By testing two mechanisms simultaneously in a manufacturing context, the study shows that work involvement is the primary pathway linking training to efficiency, while pay perceptions play a weaker explanatory role.