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Training and development effectiveness : practices, roles and impacts on performance in Jordanian banking organisations

Altarawneh, Ikhlas Ibrahim (2005) Training and development effectiveness : practices, roles and impacts on performance in Jordanian banking organisations. Doctoral thesis, University of Huddersfield.

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    Abstract

    This research study aims to explore the current practices, policies and roles of training
    and development (T&D) within Jordanian banking organisations. It is an exploration of
    all the issues concerning T&D practices in terms of how the T&D process is conducted
    (how training needs are assessed, how T&D is delivered and how T&D programmes are
    evaluated); exploring top managers', T&D and HRM personnel's attitudes towards the
    importance of T&D in improving employees and organisational performance and the
    strategic position and roles of T&D in their organisations. This study aims to investigate
    all the problems and challenges that face T&D activities and searches for practical
    suggestions to improve the effectiveness of these activities. Finally, it aims to contribute
    to the understanding of HRD in differing cultural contexts. This research is mainly
    focused on top managers', T&D and HRM attitudes and viewpoints (perception) towards
    the research objectives.

    The research has adopted a multi-methods approach. The data were gathered through a
    combination of semi-structured interviews with 15 top managers and a survey
    questionnaire addressed to the persons responsible for T&D within the targeted
    organisations. All Jordanian banking organisations were targeted in this study rather than
    a representative sample of these organisations; however, a purposive sampling strategy
    was used in choosing the participants of this study. In total, 15 top managers and 38 T&D
    and HRM managers took part in the study. The study reveals that, in the majority of the
    organisations, there is an absence of systematic employee training needs assessment and
    of effective procedures for evaluation. The banks prefer to send their employees to
    external training providers rather than train them in the banks. The most commonly used
    delivery method is off-the-job training, namely lectures, seminars and case studies. T&D
    is not characterised by strategic human resource development criteria (SHRD) and it
    plays a reactive rather than a proactive role in these organisations. T&D improves
    employees' skills, knowledge, attitudes and behaviour, but it does not increase
    employees' commitment and satisfaction. Also, T&D does not impact on profit,
    innovation and change, sales, absenteeism, turnover rate, job satisfaction and cost saving
    in their organisations, but it increases customer satisfaction, quality service and
    productivity. T&D faces many problems: lack of motivation among employees to attend
    T&D programmes; inaccurate TNA processes; poor training planning in terms of
    contents and delivery methods; sending inappropriate persons to the training programmes
    and lack of on-the-job training. To improve T&D effectiveness the researcher
    recommends many actions and decisions which need to be undertaken, as shown in
    sections 6.10,7.6 and 8.2.4.

    Finally, this study contributes to knowledge on the academic and practical levels as one
    of the first attempts at empirically investigating the nature and the extent of strategic
    T&D activities in Jordanian banks, identifying the main concerns and problems which
    face T&D activities, in addition to recognizing the vital roles of T&D in improving the
    organisations' performances. Thus, it raises the general understanding of the current T&D
    practices and management in Jordanian banks. It has brought together a large body of
    knowledge in management T&D, T&D in Arab countries, strategic T&D and T&D and
    performance relevant literature and unifies diverse schools of thoughts into one
    integrative perspective. This research integrates, refines and extends the empirical work
    conducted in the field of T&D in developing countries, since there is a lack of such
    studies. It raises some of the implications for managers and consultants, such as
    considering employees' motivation, enthusiasm and willingness, T&D time, the
    importance of incentive reward when managing T&D. This study provides useful
    guidelines in the form of the critical elements and factors that can enhance success in
    T&D in terms of TNA, training implementation, methods and evaluation process. The
    study also proposes several directions for future research.

    Item Type: Thesis (Doctoral)
    Additional Information: EThOS Persistent ID uk.bl.ethos.417309
    Subjects: H Social Sciences > HF Commerce
    H Social Sciences > HG Finance
    Schools: The Business School
    Depositing User: Graham Stone
    Date Deposited: 03 Jun 2009 13:49
    Last Modified: 28 Jul 2010 19:37
    URI: http://eprints.hud.ac.uk/id/eprint/4611

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