Corporate Governance and Organizational Behavior Review / Volume 6, Issue 4, 2022 8 THE ROLE OF MARKETING ACTIVITIES TOWARD TRAINING ON INCREASING EMPLOYEE PERFORMANCE Agron Mustafa * , Ali Ismajli ** , Fitore Velijaj * * Faculty of Economics, AAB College, Prishtina, the Republic of Kosovo ** Corresponding author, Faculty of Economics, AAB College, Prishtina, the Republic of Kosovo Contact details: AAB College, St. Elez Berisha, No. 56 Fushë Kosovë Industrial Zone 10000, Prishtina, the Republi c of Kosovo Abstract How to cite this paper: Mustafa, A., Ismajli, A., & Velijaj, F. (2022). The role of marketing activities toward training on increasing employee performance. Corporate Governance and Organizational Behavior Review, 6(4), 8–17. https://doi.org/10.22495/cgobrv6i4p1 Copyright © 2022 The Authors This work is licensed under a Creative Commons Attribution 4.0 International License (CC BY 4.0). https://creativecommons.org/licenses/by/ 4.0/ ISSN Online: 2521-1889 ISSN Print: 2521-1870 Received: 10.03.2022 Accepted: 15.09.2022 JEL Classification: D00, D20, D29 DOI: 10.22495/cgobrv6i4p1 The purpose of this study is to analyze the impact of on-the-job and off-the-job training on improving employee skills and performance growth. It is important to research how training has been studied by different disciplines at different times, what function it is thought to have according to different approaches, as well as how researchers of different times and currents have tried to evaluate it. An employee’s performance is a function of ability, motivation, and opportunity to participate, and it can also create a favorable social climate that encourages employees to act in accordance with the firm’s objectives (Imani, Foroudi, Seyyedamiri, & Dehghani, 2020). The data used primarily provided by self- administered questionnaires were used with a sample of 100 respondents with a deliberate sample including employees in the private sector, and those who have been part of on-the-job or off-the-job training. This data from the questionnaires were processed with the IBM SPSS program where the frequencies, cross- constructions, and correlations between the variables were described. Respondents also request to be included in the Training Plan: for “soft skills”. Among other things, the findings result in a positive but weak correlation between the selection of the training method and the performance of the employees. Keywords: Training, Performance, Private Sectors, Employees, Relevance Authors’ individual contribution: Conceptualization — A.M., A.I., and F.V.; Methodology — A.M., A.I., and F.V.; Data Curation — A.M., A.I., and F.V.; Writing — Original Draft — A.M., A.I., and F.V.; Writing — Review & Editing — A.M., A.I., and F.V. Declaration of conflicting interests: The Authors declare that there is no conflict of interest. 1. INTRODUCTION Training plays an important role in employee commitment. Companies can be rewarded when they manage to provide effective training for their employees because those employees then help to increase the productivity and profits of that company, so with a proper investment in employee training, it is possible for the company to have a better workforce (Shaw, 2019). In recent years, business organizations are characterized by the turbulence of organizational change, fierce competition, market globalization, and rapid financial innovations resulting from rapid technological advancement. Training and development give the company as a whole and employees individually so many benefits that employees will gain in-depth knowledge of which they develop. That trainings can bring some benefits that help the company and employees to have better performance is also said by Brown (2021) who states that some of the benefits from training in a performance management lens are: including lower turnover of employees, higher employee productivity, higher customer satisfaction and higher profits. While the training itself is studied through “shallow” and quantitative variables such as