Examining the effect of training strategies on employees' performance in the Libyan construction industry

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.

Factors Influencing Performance Management of Non-Equity Joint Ventures in the Oil Sector

“…This is introduced in the third factor of the managerial perspective "Staff factors". The participants' views corroborated by academic literature revealed that formal training that is thoroughly designed in alignment with the objectives of the joint venture (Thang and Buyens, 2008;Feldberger, 2008;Omran, 2016), improves staff productivity, and enhance the performance of the joint venture. Additionally, the informal training was identified as a tool that improves the performance of employees and the joint venture through the expatriates' coaching role in transferring knowledge to local employees (Harzing, 2001;Petsion and Johri, 2008;Lakshman and Lakshman, 2017).…”

“…Realistically, it is possible that an employee would move to another company for higher salaries. Companies will incur significant cost in replacing well-trained employees (Omran, 2016). Arguably, companies should find suitable methods to retain trained employees instead of replacing them with untrained ones, having to start the entire training process from the beginning (Schaffner, 2001).…”

“…In sum, training can be formal through the traditional programmes, or informal through coaching and on-the-job training (Saks, 1996;Petsion and Johri, 2008;Omran, 2016).…”

“…Generally, jobs rotation increases employees' experiences, knowledge, and creativity (Rashki, Hasanqasemi and Mazidi, 2014). It grows the capabilities of the employees and improves their performance and the performance of the organisation (Esmaili, 1999;Zaini et al, 2009;Rashki et al, 2014;Omran, 2016). Job rotation is perceived as the movement of an employee to perform a similar task adding new techniques, leading to a multi-skilled and flexible staff (Rashki et al, 2014).…”

“…University education allows the basic preparation to real-life work settings; however, it would not be able to transfer to employees the qualities and skills they are naturally exposed to in a working environment (Mai et al, 2009;Rashki et al, 2014). Similar to training, job rotation is a human resource development technique, that increases the performance of employees, which reflects on the performance of organisations (Zaini et al, 2009;Omran, 2016). Accordingly, the development of the capabilities of employees in a joint venture would enhance its performance (Baughn et al, 2011), through training and job rotation techniques, that are identified by the participants in the context of the petroleum joint ventures in Egypt.…”