The Influence of Applying Human Resource Training Needs Analysis on Employee’s Performance
DOI:
https://doi.org/10.47604/jhrl.2302Keywords:
Training Needs Analysis (TNA), Human Resources, Employee Performance, Training, Human Resource Management (HRM), Performance Management, Labor Force and Employment, Size, StructureAbstract
Purpose: This study investigates the influence of applying Training needs analysis (TNA) on employee performance. The research is developed to explain the influence of the factors of TNA on the final employees’ job performance.
Methodology: A correlational research design of mixed method qualitative and quantitative has been done that comprehensive review of relevant academic and empirical literature was conducted to start the research. Subsequently, an online survey was administered to employees of two prominent private banks in the UAE. These combined approaches aimed to provide a solid study base and collect perspectives from a wide range of participants in the banking industry in the United Arab Emirates. Through an online survey with 21 questions, participants rated their perspectives on HR practices, training, and demographic details. The survey, distributed via email and QR code scanning, obtained responses from 184 out of 5773 employees (3.18% response rate). Data underwent rigorous checks and cleaning for accuracy and validity. The analysis, performed using XLSTAT, aims to assess the effectiveness of TNA in shaping employee attitudes and performance outcomes.
Findings: The results suggest that TNA practices such as identifying training impact, training type, and training impacts significantly affect employees’ performance. The findings expand the understanding of how the factors of TNA practices reinforce employees’ job performance. The results have practical implications for human resource managers, which will help support and develop employee job performance and ultimately support business growth.
Unique Contribution to Theory, Practice and Policy: This study uniquely contributes to theory, practice, and policy in training and development by addressing a critical gap in existing literature. It explores and tests the Training Needs Analysis (TNA) process, focusing on three key factors: training type, goal, and impact. The study develops a holistic framework that integrates these dimensions, offering a more comprehensive understanding than previous studies examining isolated TNA elements. Practical implications include a roadmap for HR managers to use the TNA system effectively, aligning training programs with employee needs for optimal results. From a policy perspective, the study advocates for strategic emphasis on TNA dimensions in organizational training policies, highlighting the importance of leadership in fostering a culture of continuous learning. While affirming the positive link between TNA practices and employee satisfaction, the study acknowledges limitations. It suggests avenues for future research, paving the way for more nuanced investigations into TNA dynamics and their impact on employee performance.
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