Article metrics

  • citations in SCindeks: [1]
  • citations in CrossRef:[1]
  • citations in Google Scholar:[=>]
  • visits in previous 30 days:26
  • full-text downloads in 30 days:9
article: 3 from 5  
Back back to result list
Journal of Engineering Management and Competitiveness (JEMC)
2016, vol. 6, iss. 2, pp. 99-110
article language: English
document type: Original Scientific Paper
published on: 13/01/2017
doi: 10.5937/jemc1602099O
Creative Commons License 4.0
Examining the effect of training strategies on employees' performance in the Libyan construction industry
University Utara Malaysia, School of Economics, Finance and Banking, College of Business, Sintok, Kedah State, Malaysia

e-mail: naser_elamroni@yahoo.co.uk

Abstract

Training is described as a structured intervention that is aimed at enhancing and improving key elements vital in individual performance. In other words, training and development consist of set of strategies, policies, lessons, tools and procedures designed to enhance the members or the employees at the organization. This study examined the effect of training strategies on the employees' performance in the Libyan construction companies. The population of this study consisted of the employees who worked in the construction companies in the eastern and central parts of Libya. A substantial literature review was done to obtain the information on training strategies and the development of human resources. A total of 400 designed structured questionnaires were distributed randomly to employees such as managers, heads of departments, technicians and workers in the selected companies. Of these, 243 questionnaires were duly completed and returned, yielding a response rate of 60.8%. As results, it was found that the perception level towards training strategies was high (mean=3.34, sd=0.62). The results showed that there were significant relationships between all dimensions of training strategies and objective achievement. Training from the point of view of the trainers was found to have strong relationship with objective achievement (r=0.620, p<0.01), followed by administrative and supervisory services (r=0.589, p<0.01), curricula of training program (r=0.529, p<0.01) and trainers (r=0.418, p<0.01). There were also significant relationships between motivation and desire to change with training objective achievement.

Keywords

References

Abdullah, Z., Ahsan, N., Alam, S.S. (2009) The Effect of Human Resource Management Practices on Business Performance among Private Companies in Malaysia. International Journal of Business and Management, 4(6)
Abdulwahab, A. (1981) Training and development: An introduction to the scientific effectiveness of individuals and organizations. Riyadh: Institute of Public Administration
Al-Faqeih, O.S. (2014) Impact of Training Strategies on the Performance of Trainees in the National Water Company in the Kingdom of Saudi Arabia. Malaysia: University Sains Malaysia
Ali, M.A.A. (2013) Determining the relationship between Communication Dimensions and Organizational culture in the Libyan Construction Industry. Malaysia: University Sains Malaysia
Armstrong, M., Baron, A. (2004) Managing Performance: Performance management in action. London: CIPD
Arnold, H.J., Feldman, D.C. (1982) A multivariate analysis of the determinants of job turnover. Journal of Applied Psychology, 67(3): 350-360
Arthur, Jr., Bennett, Jr., Edens, P.S., Bell, S.T. (2003) Effectiveness of training in organizations: A meta-analysis of design and evaluation features. Journal of Applied Psychology, 88(2): 234-245
Aswathappa, K. (2006) Human resource and personnel management text and cases. Tata McGraw-hill publishing company, Fourth edition
Aw, B., Tan, H. (1995) Training, technology and firm-level productivity in Taiwan. in: Conference on Enterprise and Training Strategies and Productivity, China: World Bank
Bartlett, M. S. (1951) A further note on tests of significance in factor analysis. British Journal of Statistical Psychology, 4(1): 1-2
Chew, Y. (2005) Achieving organizational prosperity through employee motivation and retention: A comparative study of HRM practices in Malaysian institutions. Research and Practice in Human Resource Management, 13(2), 87-104
Coens, T., Jenkins, M. (2000) Abolishing Performance Appraisals. San Francisco: Berrett- Koehler Publishers, Inc
Cronin, S.N., Becherer, D. (1999) Recognition of Staff Nurse Job Performance and Achievements. JONA: The Journal of Nursing Administration, 29(1): 26-31
de Cronje, G.J.J., Hugo, W.M.J., Neuland, E.W., van Reunen, M.J. (1995) Introduction to business management. Halfway House: Southern Book Publishers, 3rd ed
Delery, J. E., Doty, D. H. (1996) Modes of theorizing in strategic human resource management: tests of universalistic, contingency, and configurations. Performance predictions. Academy of Management Journal, 39(4): 802-835
Fletcher, C., Williams, R. (1996) Performance Management, Job Satisfaction and Organizational Commitment1. British Journal of Management, 7(2): 169-179
Fort, A.L., Voltero, L. (2004) Factors affecting the performance of maternal health care providers in Armenia. Human Resources for Health, 2(1): 8-12
Green, W.K., Wu, C., Whitten, D., Medlin, B. (2006) The Impact of Strategic Human Resource Management on Firm Performance and Human Resource Professionals Work Attitude and Work Performance. International Journal of Human Resource Management, 8(3); 263-276
Guest, D.E. (1997) Human resource management and performance: a review and research agenda. International Journal of Human Resource Management, 8(3): 263-276
Hair, J., Celsi, M., Money, A., Samouel, P., Page, M. (2011) Essentials of Business Research Methods. New York City: M. E. Sharpe, 1st edition
Hansen, F., Smith, M., Hansen, R. B. (2002) Rewards and Recognition in Employee Motivation. Compensation & Benefits Review, 34(5): 64-72
Huselid, M.A. (1995) The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 3(38), 635-72
Hutcheson, G., Sofroniou, N. (1999) The multivariate social scientist. London: Sage
Islam, M.Z., Siengthai, S. (2010) Human resource management practices and firm performance improvement in Dhaka export processing zone. Research and Practice in Human Resource Management, 18(1), 60-77
Ivancevich, J.M., Matteson, M.T. (1993) Organizational behavior and Management. Irwin
Kanelopoulos, C., Akrivos, C. (2006) Career development in Greek management. Spoudai, 56(1), 79-106
Kuvaas, B. (2006) Performance appraisal satisfaction and employee outcomes: mediating and moderating roles of work motivation. International Journal of Human Resource Management, 17(3): 504-522
Lee, Y., Lee, S. (2006) Capabilities, processes, and performance of knowledge management: A structural approach. Human Factors and Ergonomics in Manufacturing, 17(1): 21-41
McConnell, C.R. (2003) The Managerʼs Approach to Employee Performance Problems. Health Care Manager, 22(1): 63-69
Mwita, J.I. (2000) Performance management model: A systems-based approach to public service quality. International Journal of Public Sector Management, vol. 13, br. 1, str. 19-37
Pfeffer, J. (1994) Competitive advantage through people. Boston: Harvard Business School Press
Pfeffer, J. (1998) Seven Practices of Successful Organizations. California Management Review, 40(2): 96-124
Popovich, M.G. (1998) Creating High-Performance Government Organizations: A Practical Guide for Public Managers. New York: Jossey-Bass
Saks, A.M. (1996) The Relationship Between the Amount and Helpfulness of Entry Thaining and Work Outcomes. Human Relations, 49(4): 429-451
Salleh, M.S.H. (2013) Factors affecting construction productivity in the Libyan construction industry. Malaysia: University Sains Malaysia, PhD thesis
Sallum, H.S. (2002) Assessing the performance of trainers on military hardware. Riyadh: Naif Arabic for Security Sciences, Unpublished MSc Thesis
Schaffner, J.A. (2001) Turnover and job training in developing and developed countries: Evidence from Colombia and the United States. http://www.google.com/G14/9/20151
Sheppeck, M.A., Militello, J. (2000) Strategic HR configurations and organizational performance. Human Resource Management, 39(1): 5-16
Sheridan, J.E. (1992) Organizational culture and employee retention. Academy of Management Journal, 35 (5), 1036-1056
Shiban, U.A. (1990) Methodology to Determine the Training Needs of System of Government of the Sultanate of Oman. Administrative, 40: 175-220
Subramaniam, C., Shamsudin, F.M., Ibrahim, H. (2011) Linking human resource practices and organisational performance: Evidence from small and medium organizations in Malaysia. Journal Pengurusan, 27-37; 32
Tessema, M.T., Soeters, J.L. (2006) Challenges and prospects of HRM in developing countries: testing the HRM–performance link in the Eritrean civil service. International Journal of Human Resource Management, 17(1): 86-105
Thang, N.N., Buyens, D. (2008) What we know about relationship between training and firm performance: A review of literature. in: 7th International Conference on Ethics and Quality of Work-Life for Sustainable Development, Bangkok, Thailand
Torrington, D., Hall, L., Taylor, S. (2008) Human resource management. Pearson Education
Tsai, P.C., Yen, Y.F., Huang, L.C., Huang, I.C. (2007) A study on motivating employees learning commitment in the post-downsizing era: Job satisfaction perspective. Journal of World Business, 42(2): 157
Tzafrir, S.S. (2006) A universalistic perspective for explaining the relationship between HRM practices and firm performance at different points in time. Journal of Managerial Psychology, 21(2): 109-130
Wright, T.A., Bonett, D.G. (2002) The moderating effects of employee tenure on the relation between organizational commitment and job performance: A meta-analysis. Journal of Applied Psychology, 87(6): 1183-1190