The Influence of Training and Development on Employee Performance
in Port of Salalah in the Sultanate of Oman
MOHAMMED GHANIM HUBAIS, MUHUMMAD KHAIRUL ISLAM
College of Graduate Studies,
Universiti Tenaga Nasional (UNITEN),
Kajang, Selangor,
MALAYSIA
Abstract: - Salalah Port is considered an important contributor to the economic development of Oman in terms
of generating revenue from the non-oil sector and employing local Omanis. This study aims to examine the
impact of training and development on employee performance in Salalah Port in Oman. To achieve this
objective a positivist research paradigm, a deductive approach, a quantitative research strategy, and a simple
random sampling technique were employed. A survey questionnaire instrument was employed to collect data
from 219 employees working at Salalah Port in Oman. For analyzing the data, the SPSS v23 was used to test
the proposed hypotheses. The revealed results indicated that Training Needs Assessment, Training Method, and
Training Effectiveness have a significant on employee performance. However, concluded that training and
development play a major role in making employee performance effective and efficient. Effectiveness and
efficiency in performing job roles contribute to organizational growth.
Key-Words: - Training Needs Assessment, Training Methods, Training Effectiveness, Employee Performance,
Quantitative, Sultanate of Oman.
Received: March 25, 2023. Revised: January 27, 2024. Accepted: February 19, 2024. Published: March 22, 2024.
1 Introduction
The competitiveness of the business environment
due to globalization, technological advancement,
and dynamic changes in political, social, and
economic environments are exposing organizations
to various challenges that necessitate the
organizations to obtain sustainable competitive
advantage. Employees are also considered a source
of competitive advantage as employees are regarded
as the source of human capital and thus, a valuable
asset to be transformed into outputs of the
organization, [1].
The importance of employees to an organization
has been well established and they are considered as
essential to the sustainable success of the
organization, [2]. Employees contribute
significantly to the organization through their
knowledge and skills which are imparted to achieve
organizational goals. This led to the importance of
training and development as a means of providing
the necessary competencies to employees in the
organization, [3], [4]. [5], stated that it is important
to develop the skills of employees as this ensures
that the organization continues to be competitive.
Salalah Port which is one of the logistics hubs in
Oman is currently undergoing a major expansion
plan to ensure that it can contribute significantly to
the economic growth of the country. However, [6],
mentioned that Oman has a severe shortage of
skilled labor due to the lack of training and
development initiatives in the logistics sector and
the domination of employment by expatriates who
are more skillful and trained in logistics. Therefore,
there is a need to determine the role of training and
development in improving the skills and knowledge
of the local logistics workers in Salalah Port and
contributing towards ensuring employee
performance.
Further to that, employee training and
development is considered a sustainable human
resource management strategy that focuses attention
on the development of skill sets and capacities that
are needed by the employees now and in the future.
Employees as the main assets and agents of change
in the organization must be provided with
appropriate skills training, [7].
Despite the importance of training and
development towards employee performance, there
are very few studies carried out on training and
development in Oman perspective that focus on
logistics hubs like Salalah Port, [8]. Therefore, it is
deemed necessary to investigate the role of training
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2024.21.67
Mohammed Ghanim Hubais, Muhummad Khairul Islam
E-ISSN: 2224-2899
801
Volume 21, 2024
and development on the work performance of
employees in Salalah Port in Oman.
The Sultanate of Oman, with its strategic
geographical location and burgeoning economy,
places a premium on the development of its human
resources to ensure sustained economic growth, [6].
As such, this study contributes to the broader
discourse on human resource management and
organizational performance by focusing on a sector
that plays a pivotal role in Oman's economic
landscape.
In the dynamic and competitive landscape of the
contemporary business world, organizations
recognize the pivotal role played by their workforce
in achieving sustainable success, [9]. Employee
performance stands as a cornerstone for
organizational growth and prosperity, making it
imperative for companies to invest in the continual
enhancement of their human capital, [9], [10]. The
Port of Salalah, situated in the Sultanate of Oman, is
no exception to this paradigm. As one of the leading
maritime hubs in the region, the Port of Salalah
relies extensively on the expertise and efficiency of
its workforce to maintain its competitive edge.
This study examines the training and
development of employee performance. This
concerns the performance of employees in Salalah
Port in Oman.
2 Literature Review
2.1 Training
Training and development practices in the
organization can be examined from various
perspectives. This includes training needs
assessment which is an important step and related to
goal-setting to ensure the training and development
program matches the needs of the employees and is
offered to the right employees. Training needs
assessment (TNA) or training needs analysis is a
fundamental and earlier process to determine the
basic needs of helping employees change their
behavior, [11]. Training in the organization can be
planned and implemented in various ways. Three of
the main methods often used in organizations are
on-the-job training, off-the-job training, and job
rotation. [12], stated that on-the-job training is a
great way of transferring knowledge from one
employee to another. Off-the-job training refers to
the implementation of training outside the working
environment. [13], explained job rotation as a way
of expanding the work experience of employees as
they move from job to job or department to
department in the organization. aspects of training
that are evaluated to determine training
effectiveness include training contents, training
environment, facilities and materials, training
schedule, and presentation style, [14]. According to
[15], the evaluation of training effectiveness
includes the training environment, training
components, training usefulness, practical
orientation, trainer’s role, and increase of
knowledge of the participants. [15], used
Kirkpatrick’s training evaluation model at level 1
(reaction) and level 2 (learning) to determine the
effectiveness of the training program. Meantime,
[16], investigated the use of Kirkpatrick’s four-level
model of training evaluation to assess training
programs for head teachers. Their study included all
four levels in a two-phase research whereby the first
two levels of evaluation were conducted right after
the training program, and the other two levels of
evaluation were done three months after the training
was implemented.
2.2 Employee Performance
According to Campbell (1990), behavior refers to
the actions that people take to perform work, while
results refer to the effect of a person's job behavior,
[17]. [18], observed that performance has various
components and the process dimension of
performance can be distinguished from expected
results at the fundamental level, [19]. Behavioral
engagement and expected outcomes are essentially
linked in the workplace. Nevertheless, the
substantial correlation between the two constructs is
unclear as the expected outcome is influenced by
factors including motivation and cognitive skills
rather than behavioral aspects. Meanwhile,
performance also relates to organizational
effectiveness. Two types of performance behavior
that can increase organizational efficiency are task
and contextual performance, [20]. Hence, employee
performance can also be divided into task
performance and contextual performance, [21]. [18],
also agree with the division of employee
performance into task and contextual performance.
This research will consider task and contextual
performance as measurement of employee
performance.
2.3 Training Need Assessment
A crucial precursor to effective training and
development initiatives is the comprehensive
evaluation of organizational requirements and
employee competencies through a Training Needs
Assessment, [22]. Within the context of the Port of
Salalah, this systematic process is instrumental in
identifying the specific skills, knowledge, and
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2024.21.67
Mohammed Ghanim Hubais, Muhummad Khairul Islam
E-ISSN: 2224-2899
802
Volume 21, 2024
capabilities essential for optimizing operational
efficiency and achieving strategic objectives, [23].
Initiating the Training Needs Assessment involves a
meticulous examination of the current skill set
within the workforce, comparing it against the ideal
or required proficiency levels, [24]. This analysis,
encompassing both individual and collective
performance, serves to highlight any gaps that may
impede the realization of organizational goals, [25].
Particularly in the maritime sector, the assessment
must account for factors such as logistics, safety
protocols, and technological advancements integral
to port operations, [23].
2.4 The Effect of Training and Development
on Employee Performance
The empirical studies provide rich sources to
demonstrate how training and development are
linked to employee performance, [26]. Many studies
involving various sectors and countries show a
positive relationship between T&D and employee
performance, [3], [4], [26], [27]. Past research has
shown that T&D plays a key role in enhancing
employee performance and guiding organizational
objectives. It should therefore be considered as a
key strategy for achieving organizational goals
through employee performance, [8]. Based on the
description above, the problem under study can be
formulated as follows (Figure 1 for the research
framework):
H1: Training need assessment has a significant
influence (relationship) on employee performance
H2: Training method has a significant influence
(relationship) on employee performance.
H3: Training effectiveness has a significant
influence (relationship) on employee performance.
2.5 Framework Concepts
The hypothesis (H1) posits that there is a significant
relationship between training needs assessment and
employee performance. This implies that the
systematic evaluation of the skills and competencies
required by employees, as addressed through a
comprehensive training needs assessment, has a
measurable impact on their overall performance.
The hypothesis suggests that organizations investing
in a thorough understanding of their workforce's
training needs are likely to witness improvements in
employee performance as a result of targeted
training initiatives.
In addition, the second hypothesis (H2) asserts
that the choice of training methods significantly
influences employee performance. It implies that
how training programs are designed and delivered
plays a crucial role in shaping the performance
outcomes of employees. Whether through hands-on
practical sessions, workshops, or online modules,
the hypothesis suggests that the effectiveness of
these training methods directly correlates with
enhanced employee performance, emphasizing the
importance of selecting and implementing
appropriate training approaches.
Moreover, H3 posits that the effectiveness of
training programs has a significant influence on
employee performance. This implies that beyond the
mere provision of training, the success of these
programs in imparting relevant skills and knowledge
directly impacts the performance levels of
employees. Organizations that ensure the efficacy of
their training initiatives, measured by factors such as
knowledge retention and skill application, are
expected to observe positive correlations with
improved employee performance, emphasizing the
need for a strategic and impactful approach to
training effectiveness.
Fig. 1: Concept Framework Model
3 Research Methods
This study is based on a quantitative approach
whereby the survey method is used to collect data
by distributing questionnaires to the intended target
samples. This study has a population of 2200
Salalah port employees and the sample size selected
is under the supervisor’s job. Using random
sampling 219 responses were collected. The
measurement scale for training needs assessment
comprises 16 items which were adapted from past
studies such as [28], [29], [30] and [31]. The
measurement scale for employee performance
comprises of 26 items which were adapted from past
studies such as [32] and [33]. Data from the
collected questionnaires will be analyzed
quantitatively using descriptive and inferential
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2024.21.67
Mohammed Ghanim Hubais, Muhummad Khairul Islam
E-ISSN: 2224-2899
803
Volume 21, 2024
statistics. Frequency of demographics, Descriptive
analysis, normality, reliability, correlations, and
regression analysis will be carried out using the
SPSS version 26.0 tool.
4 Results and Discussion
Descriptive analysis shows the statistical measures
of responses collected such as the range that is a
difference of maximum and minimum, maximum
value of responses, and minimum values of
responses collected. It also provides mean values
that show an average of responses for items, a
standard deviation that shows the spread of data
collected, and variance that is a measure of the
distance of the spread between collected responses.
Table 1 (Appendix), shows the descriptive measures
of items of variable Training need assessment,
Training methods (Off-the-job Training, On-the-Job
Training, Job Rotation) training effectiveness
(Training content, Training Material, Training
delivery, and training competencies), and Employee
performance. The Mean was collected with the
computed variable and as presented in Table 1
(Appendix) mean for Training need assessment
items is 14.2567, for Off-the-job Training means is
5.6897, for on-the-job training mean is 9.5900 and
for job rotation is 12.7816 however for the training
content 7.8506, for training material 7.5364, for
training delivery, for training 6.2069, training
competencies it is 11.8123 and the employee
performance was 44.8506. as per slandered
deviation values spread of training need assessment
were 7.39693 Off-job-trainings were 3.31074, on
job training were 5.04180, job rotation as 7.44533,
training content as 4.57130, training material as
4.74946, Training delivery as 4.19470, training
competencies as 7.34318, and employee
performance as 19.06156. The Table 1 (Appendix)
also shows variance, maximum, and minimum
against each of the variables.
The reliability analysis value shows if the results
of the data collected would be reliable to interpret
results or not. A reliability value of more than 0.40
is considered acceptable, however it is appreciated
to use items with a reliability higher than 0.60. The
values of reliability above 0.80 show good
reliability in the data collected. Table 2 presents the
reliability scale value for training need assessment
which is 86.2, a good reliability index. The
reliability for the items of training need assessment
shows values for each item above 84% which also
shows data collected is highly reliable in predicting
results. The reliability value for the scale training
methods shows Cronbach’s alpha as 93.6% which is
a highly good index. Likewise, all the items of scale
training methods show, Cronbach’s alpha value
above 93% which is also highly qualified for the
reliability of data. The reliability index Cronbach’s
alpha for the scale of training effectiveness is 95.2%
which means the data collected on items is highly
reliable to predict the analysis. Similarly, the value
of Cronbach’s alpha for all items of training
methods is above 94% which shows the reliability
of responses against each item. Lastly, the reliability
index for the scale of employee performance is
presented as 95% which is highly reliable for results
predictions. The scale items' reliability is presented
above 94% against each item.
Table 2. Cronbach Alpha results
Scale
Cronbach's
Alpha
Cronbach's Alpha Based on
Standardized Items
N of
Items
Training needs
assessment
.862
.863
11
Training
Methods
.936
.937
22
Training
Effectiveness
.952
.952
27
Employees
Performances
.950
.952
28
The correlation analysis provides insights into
predicting if the variables of the model are internally
consistent, as the value of correlation among
variables should be one. Table 3 (Appendix) shows
the correlations among the variables and their sub-
variables Training need assessment, Training
Methods (Off-Job training, On-job Training, Job
rotation,, training effectiveness (Training content,
training material, Training Delivery, and Training
capabilities), and Employee performance. The value
for all of the correlations for the above-mentioned
variables is 1, hence it is predicted that all of the
variables and their sub-variables are internally
consistent.
Furthermore, the regression analysis results (in
Table 4, Appendix) showed that all of the
hypotheses were proven to be supported except for
H1. In addition, The R-squared value of 0.597
indicates that approximately 59.7% of the variance
in the employee performance, which is employee
performance, can be explained by the independent
variables included in your model. In other words,
the model accounts for about 59.7% of the
variability observed in employee performance. This
reflects that respondents agreed with me that all the
independent variables have a positive effect on the
dependent variable except the first one which we
can take as a negative positive.
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2024.21.67
Mohammed Ghanim Hubais, Muhummad Khairul Islam
E-ISSN: 2224-2899
804
Volume 21, 2024
The study results reveal that there is no
statistically significant relationship between the
assessed variable (such as a particular training
program or a specific aspect of the work
environment) and employee performance. In
essence, the variations in the assessed factor do not
align with noticeable changes or trends in overall
employee performance within the studied
population. This suggests that, at least in the context
of this research, the assessed variable may not be a
critical determinant of employee performance. Other
influencing factors, such as job satisfaction,
leadership, or individual capabilities, may play a
more substantial role in shaping performance
outcomes. From a practical standpoint,
organizations may need to reconsider the allocation
of resources and strategies aimed at enhancing this
particular aspect, focusing instead on factors that
exhibit a more direct and influential connection with
employee performance.
The outcomes of the study demonstrate a
meaningful relationship between training methods
and employee performance. The analysis indicates
that variations in the employed training
methodologies correspond to notable changes or
patterns in overall employee performance within the
studied context. This finding underscores the
importance of the methods used to impart training in
influencing and potentially enhancing employee
performance. The results suggest that organizations
investing in and implementing effective training
methods may observe positive impacts on the
overall performance of their workforce. This insight
could have practical implications for businesses
seeking to optimize their training strategies to better
align with and contribute to improved employee
performance outcomes.
The study findings illuminate a meaningful and
statistically significant relationship between on-the-
job training and employee performance. This
implies that variations in the provision of training
within the work environment correspond to
observable changes or patterns in overall
performance within the studied population. In
essence, employees who undergo on-the-job training
demonstrate a notable enhancement in their
performance outcomes compared to those without
such training experiences. These results underscore
the importance and effectiveness of on-the-job
training initiatives in positively influencing
employee performance. This information holds
practical significance for organizations, suggesting
that investing in on-the-job training programs may
yield tangible benefits in terms of improved
employee performance.
The findings of the study indicate a significant
and positive relationship between off-the-job
training and employee performance. This implies
that variations in training conducted outside the
immediate work environment, such as workshops,
seminars, or external courses, align with discernible
changes or trends in overall employee performance
within the studied population. The effectiveness of
off-the-job training appears to be a meaningful and
influential factor in enhancing employee
performance in the context of this research. These
results suggest that investing resources in off-the-
job training initiatives may contribute positively to
the overall performance outcomes of employees.
From a practical standpoint, organizations may
consider placing increased emphasis on off-the-job
training strategies, recognizing their potential
impact on enhancing employee skills, knowledge,
and job performance.
The results of the study highlight a meaningful
and statistically significant relationship between job
rotation and employee performance. This implies
that the practice of job rotation, where employees
move through different roles or departments within
the organization, is associated with noticeable
changes or patterns in overall employee
performance within the examined population. The
findings suggest that job rotation could be a key
factor contributing positively to employee
performance outcomes. This insight is valuable for
organizations as it indicates that the strategic
implementation of job rotation programs may be an
effective approach for enhancing overall workforce
performance. The positive correlation underscores
the importance of considering job rotation as a
potential organizational strategy to optimize
employee skills, knowledge, and adaptability,
ultimately leading to improved performance.
The results of the study illuminate a meaningful
and statistically significant relationship between
training effectiveness and employee performance.
This suggests that variations in the perceived
effectiveness of training programs within the
organization are closely associated with discernible
changes or patterns in overall employee
performance within the studied population. In
practical terms, the efficacy of training initiatives
appears to be a critical determinant influencing
employee performance in the context of this
research. These findings underscore the importance
of investing in and optimizing training programs to
enhance their impact on employee performance.
Organizations may benefit from aligning training
content, methods, and delivery with the specific
needs and dynamics of their workforce. The
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2024.21.67
Mohammed Ghanim Hubais, Muhummad Khairul Islam
E-ISSN: 2224-2899
805
Volume 21, 2024
recognition of the significance of training
effectiveness implies that well-designed and
targeted training initiatives can contribute positively
to overall employee performance.
The outcomes of the study underscore a
significant and noteworthy relationship between
training content and employee performance. This
suggests that variations in the substance, relevance,
or quality of training materials and information have
a discernible impact on overall employee
performance within the studied population. In
essence, the specific content delivered in training
programs emerges as a decisive factor influencing
job performance in the context of this research.
These findings highlight the importance of tailoring
training content to meet the specific needs and
objectives of employees, as it appears to contribute
significantly to enhancing their performance
outcomes. From a practical standpoint,
organizations may consider investing further in the
development and refinement of training materials to
ensure they align closely with the skills and
competencies required for optimal job performance.
This study provides valuable insights into the
critical role that training content plays in influencing
employee performance and suggests that strategic
adjustments in this area may yield tangible benefits
for organizations aiming to improve overall
workforce effectiveness.
The study outcomes highlight a significant and
positive relationship between training material and
employee performance. This indicates that
variations in the content and materials used in
training programs align with observable changes or
patterns in overall employee performance within the
studied population. In essence, the substance and
specificity of training materials, as presented to
employees, emerge as decisive factors influencing
employee performance in the context of this
research. These findings suggest that well-designed
and relevant training content contributes
meaningfully to enhancing employee performance.
Organizations may consider these results in refining
their training strategies, emphasizing the importance
of tailored and effective training materials.
The outcomes of the study reveal a significant
and positive relationship between training delivery
and employee performance. This indicates that
variations in the way training programs are
delivered, whether through methods such as
workshops, online modules, or hands-on sessions,
correspond with observable changes or trends in
overall employee performance within the studied
population. The findings suggest that the
effectiveness, clarity, and engagement level of the
training delivery play decisive roles in influencing
employee performance. In practical terms,
organizations may benefit from focusing on refining
and optimizing training delivery methods to enhance
their impact on employee performance. This result
underscores the importance of not only the content
but also how training is imparted, emphasizing the
need for dynamic and effective delivery strategies.
The study's findings reveal a noteworthy and
statistically significant relationship between training
competencies and employee performance. This
implies that variations in the skills and
competencies acquired through training programs
align with observable changes or trends in overall
employee performance within the studied
population. The results suggest that the specific
competencies developed or enhanced through
training efforts play a decisive role in influencing
employee performance positively. From a practical
standpoint, this underscores the importance of
tailoring training programs to target and strengthen
specific competencies that are directly linked to job
performance. Organizations can use these findings
to strategically design training initiatives that align
with the competencies essential for achieving
optimal employee performance.
5 Research Implications
The significance of the paper lies in its contribution
to understanding the factors influencing employee
performance, particularly the identified relationship
between training competencies and overall
performance. This insight is crucial for both
academic and practical reasons.
Firstly, from a practical standpoint, the paper
provides valuable guidance for organizations and
human resource professionals. The demonstrated
significant relationship between training
competencies and employee performance
emphasizes the importance of designing and
implementing training programs that specifically
target the skills and competencies essential for job
success. This knowledge can inform more strategic
and tailored training initiatives, leading to a more
direct and positive impact on employee
performance. Organizations can leverage these
findings to optimize their training practices, aligning
them with the competencies that matter most for
achieving desired performance outcomes.
Secondly, the paper contributes to the academic
literature by adding empirical evidence to the
understanding of the link between training
competencies and employee performance. This not
only enriches the existing body of knowledge but
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2024.21.67
Mohammed Ghanim Hubais, Muhummad Khairul Islam
E-ISSN: 2224-2899
806
Volume 21, 2024
also opens avenues for further research. Future
studies could delve deeper into the specific
competencies that prove most influential, explore
variations across industries or job roles, and
investigate how different training methodologies
impact the development of these competencies.
6 Future Research Recommendations
The research on the relationship between training
competencies and employee performance presents
promising directions for future exploration in the
field. One potential avenue is a more in-depth
analysis of specific competencies. Future studies
could delve into a granular examination to identify
individual skills or knowledge areas that exhibit the
most significant impact on employee performance.
This would provide organizations with targeted
insights into the precise competencies that drive
optimal job outcomes.
Moreover, industry-specific studies could be
undertaken to assess whether the observed
relationship varies across different sectors.
Understanding industry-specific nuances would
allow organizations to tailor their training programs
to meet the unique demands and requirements of
specific fields. Additionally, longitudinal studies
could be conducted to investigate the long-term
effects of training competencies on employee
performance, offering insights into the sustained
impact of competency development over time.
Comparative analyses of different training
methods represent another promising avenue for
future research. Understanding the effectiveness of
traditional classroom training versus online
modules, mentorship programs, or hands-on
experiential learning would provide valuable
insights for optimizing training strategies.
Furthermore, exploring how organizational culture
and context interact with training competencies and
employee performance would contribute to a more
holistic understanding of the factors influencing the
effectiveness of competency development
initiatives.
To add a qualitative dimension to the research,
future studies could explore employees' perceptions
of the relevance and effectiveness of training
programs. Gathering feedback through surveys,
interviews, or focus group discussions would offer
valuable insights into how employees perceive the
impact of training on their competencies and
subsequent job performance.
Finally, investigating the link between training
competencies and employee engagement represents
a significant and practical future direction.
Understanding how training contributes to employee
engagement can provide organizations with insights
into fostering a motivated and productive
workforce. By pursuing these avenues, researchers
can contribute to a more nuanced understanding of
the dynamics between training competencies and
employee performance, offering practical guidance
for organizational practices and policies in the
future.
7 Conclusion
The overall results of the obtained data supported
the arguments that training plays a major role in
employee performance as 69% of the effect on
employee performance occurred due to the training
assessment, methods, and effectiveness. Moreover,
it was discussed that employee performance reflects
the effectiveness and efficiency of the employee in
performing job roles and meeting the expectations
of the stakeholders, [34]. Hence in light of the
literature and results it can be concluded that
training is one of the most important factors that can
help the organization in improving employee
performance that would lead toward organizational
efficiency and effectiveness. These findings align
seamlessly with the study's results, revealing a
statistically significant and positive correlation
between the effectiveness of training initiatives and
improved employee performance metrics. Beyond
mere skill enhancement, the literature and empirical
evidence jointly highlight the broader impact of
training on employee engagement and job
satisfaction. This holistic approach not only bridges
skill gaps but also fosters a workforce that is not
only proficient but also deeply committed and
satisfied in their roles. Consequently, training
emerges not just as a developmental strategy but as
a strategic imperative aligning individual employee
growth with the overarching goals of the
organization, making it a pivotal factor for
organizational success in the dynamic landscape of
contemporary business.
Moreover, training provided to the employees of
Port Salalah in the Sultanate of Oman can help in
improving the performances of employees. While
our study specifically investigates the Port of
Salalah in Oman, the insights garnered possess
general applicability to the international maritime
industry. The fundamental principles of effective
training and development identified in our research,
such as addressing skills gaps, stakeholder
involvement, and alignment with organizational
goals, transcend geographic boundaries. While
recognizing the importance of considering cultural,
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2024.21.67
Mohammed Ghanim Hubais, Muhummad Khairul Islam
E-ISSN: 2224-2899
807
Volume 21, 2024
economic, and regulatory variations, our findings
provide a foundation for organizations in different
countries to adapt and tailor strategies to their
specific contexts. The study's limitations are
acknowledged, and we encourage future research to
explore cross-cultural applications, thereby
contributing to a broader understanding of
enhancing employee performance globally.
References:
[1] G. Anwar and N. N. Abdullah, “The impact
of Human resource management practice on
Organizational performance,” Int. J. Eng.
Bus. Manag., vol. 5, no. 1, pp. 35–47, 2021,
doi: 10.22161/ijebm.5.1.4.
[2] R. Hidayat and A. N. Graha, “The Role of
Organizational Commitment in Influence of
Justice Toward Employee Performance,”
Proc. 2nd Annu. Conf. Soc. Sci. Humanit.
(ANCOSH 2020), vol. 542, no. 1, pp. 383–
394, 2021, doi:
10.2991/assehr.k.210413.060.
[3] P. Ampoamah, “‘The Effect of Training and
Development on Employee Performance in a
Private Tertiary Institution in Ghana’ (Case
Study: Pentecost University College (Puc) -
Ghana),” Asian J. Soc. Sci. Manag. Stud.,
vol. 3, no. 1, pp. 29–33, 2016, doi:
10.20448/journal.500/2016.3.1/500.1.29.33.
[4] F. D. Kum, R. Cowden, and A. M. Karodia,
“The Impact of Training and Development
on Employee Performance : A Case Study of
Escon Consulting,” Singaporean J. Bus. ,
Econ. Manag. Stud., vol. 3, no. 3, pp. 72–
105, 2014, doi: 10.12816/0010945.
[5] A. M. Asfaw, M. D. Argaw, and L. Bayissa,
“The impact of training and development on
employee performance and effectiveness: A
case study of District Five Administration
Office, Bole Sub-City, Addis Ababa,
Ethiopia,” J. Hum. Resour. Sustain. Stud.,
vol. 3, no. 04, p. 188, 2015.
[6] M. Al-Wahaibi, “Logistics Hubs in Oman
and Political Uncertainty in the Gulf,” MUP
Capstone, 2018.
[7] S. Hassan, “Impact of HRM practices on
employee’s performance,” Int. J. Acad. Res.
Accounting, Finance. Manag. Sci., vol. 6, no.
1, pp. 15–22, 2016.
[8] M. S. Mira, Y. V. Choong, and C. K. Thim,
“The effect of HRM practices and
employees’ job satisfaction on employee
performance,” Manag. Sci. Lett., vol. 9, no.
6, pp. 771–786, 2019, doi:
10.5267/j.msl.2019.3.011.
[9] M. A. Ynalvez and J. L. Aviles, “Mentoring
practices, developmental networks, and
doctoral science training experiences,”
Scientometrics, vol. 126, no. 8, pp. 6323–
6347, 2021, doi: 10.1007/s11192-021-
04031-9.
[10] A. L. Blackman, F. D. DiGennaro Reed, T.
G. Erath, and A. J. Henley, “A Survey of
Staff Training and Performance Management
Practices: An Update,” Behav. Anal. Pract.,
vol. 16, no. 3, pp. 731–744, 2023, doi:
10.1007/s40617-022-00762-0.
[11] R. Ibrahim, A. Boerhannoeddin, and K. K.
Bakare, “The effect of soft skills and training
methodology on employee performance,”
Eur. J. Train. Dev., vol. 41, no. 4, pp. 388–
406, 2017.
[12] T. Baum and F. Devine, “Skills and training
in the hotel sector: The case of front office
employment in Northern Ireland,” Tour.
Hosp. Res., vol. 7, no. 3–4, pp. 269–280,
2007.
[13] C. S. Chepkosgey, P. Namusonge, S.
Gregory, D. W. Sakataka, D. N. Nyaberi, and
A. Nyagechi, “The Effect of On-the–Job-
Training Practice on Employee Satisfaction
at Kapsara Tea Factory,” 2017.
[14] S. T. EL Hajjar and M. S. Alkhanaizi,
“Exploring the factors that affect employee
training effectiveness: A case study in
Bahrain,” Sage Open, vol. 8, no. 2, p.
2158244018783033, 2018.
[15] J. Sahni, “Impact of COVID-19 on employee
behavior: Stress and coping mechanism
during WFH (Work From Home) among
service industry employees,” Int. J. Oper.
Manag., vol. 1, no. 1, pp. 35–48, 2020.
[16] A. Alsalamah and C. Callinan, “Adaptation
of Kirkpatrick’s Four-Level Model of
Training Criteria to Evaluate Training
Programmes for Head Teachers,” Education
Sciences, vol. 11, no. 3. pp. 2–20, 2021. doi:
10.3390/educsci11030116.
[17] R. S. Dalal, B. Alaybek, and F. Lievens,
“Within-Person Job Performance Variability
Over Short Timeframes: Theory, Empirical
Research, and Practice,” Annu. Rev. Organ.
Psychol. Organ. Behav., vol. 7, no. 1, pp.
421–449, Jan. 2020, doi: 10.1146/annurev-
orgpsych-012119-045350.
[18] W. C. Borman and S. M. Motowidlo,
“Expanding the criterion domain to include
elements of contextual performance,” in
Personnel Selection in Organizations, N.
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2024.21.67
Mohammed Ghanim Hubais, Muhummad Khairul Islam
E-ISSN: 2224-2899
808
Volume 21, 2024
Schmitt and W. C. Borman, Eds. New York:
Wiley, 1993.
[19] B. Çankır and S. Arıkan, “Examining work
engagement and job satisfaction variables in
their relations with job performance and
intention to quit,” İşletme Araştırmaları
Derg., vol. 11, no. 2, pp. 1133–1150, 2019.
[20] Vandana and N. Kaur, “A Study of
Biometric Identification and Verification
System,” 2021 Int. Conf. Adv. Comput.
Innov. Technol. Eng. ICACITE 2021, vol. 7,
pp. 60–64, 2021, doi:
10.1109/ICACITE51222.2021.9404735.
[21] R. S. Gajendran, D. A. Harrison, and K.
Delaney-Klinger, “Are telecommuters
remotely good citizens? Unpacking
telecommuting’s effects on performance via
i-deals and job resources,” Pers. Psychol.,
vol. 68, no. 2, pp. 353–393, 2015.
[22] A. Markaki, S. Malhotra, R. Billings, and L.
Theus, “Training needs assessment: tool
utilization and global impact,” BMC Med.
Educ., vol. 21, no. 1, p. 310, 2021, doi:
10.1186/s12909-021-02748-y.
[23] D. A. Adewole, M. M. Salawu, and S. Bello,
“Training needs assessment and preferred
approach to enhancing work performance
among clinical nurses in University College
Hospital (UCH), Ibadan, Oyo State, South-
western Nigeria,” Int. J. Nurs. Midwifery,
vol. 12, no. 4, pp. 130–138, 2020.
[24] A. Draghici, G. Fistis, N. L. Carutasu, and G.
Carutasu, “Tailoring training programs for
sustainability management based on the
training needs assessment,” Hum. Syst.
Manag., vol. 40, no. 4, pp. 549–566, 2021.
[25] M. Khan, W. Rahman, and S. A. Khan,
“Training Needs Assessment, Trainees’
Work Passion and Training Effectiveness in
Government Training Institutes of Khyber
Pakhtunkhwa.,” City Univ. Res. J., vol. 11,
no. 2, 2021.
[26] A. Gidey, “The Effect of Training and
Development on Employees Performance :
the Case of Commercial Bank of Ethiopia,”
Int. J. Multidiscip. Res., vol. 2, no. 10, pp.
45–50, 2016.
[27] W. Sittisom, “The impact of human resource
practices on organizational commitment of
the pharmacy employees in Thailand,” Syst.
Rev. Pharm., vol. 11, no. 3, pp. 97–105,
2020, doi: 10.5530/srp.2020.3.11.
[28] S. Akhter, S. Rutherford, and C. Chu,
“Sewing shirts with injured fingers and tears:
exploring the experience of female garment
workers health problems in Bangladesh,”
BMC Int. Health Hum. Rights, vol. 19, no. 1,
p. 2, 2019, doi: 10.1186/s12914-019-0188-4.
[29] M. M. M. Al-Mzary, A. D. A. Al-rifai, and
M. O. E. Al-Momany, “Training and Its
Impact on the Performance of Employees at
Jordanian Universities from the Perspective
of Employees: The Case of Yarmouk
University.,” J. Educ. Pract., vol. 6, no. 32,
pp. 128–140, 2015.
[30] J. E. Ejakait, “Effects of training needs
assessment on employee performance in the
postal corporation of Kenya, Bungoma
County,” Res. Humanit. Soc. Sci., vol. 6, no.
17, pp. 140–145, 2016.
[31] W. Van Eerde, K. C. Simon Tang, and G.
Talbot, “The mediating role of training
utility in the relationship between training
needs assessment and organizational
effectiveness,” Int. J. Hum. Resour. Manag.,
vol. 19, no. 1, pp. 63–73, 2008.
[32] P. J. Ramos-Villagrasa, J. R. Barrada, E.
Fernández-del-Río, and L. Koopmans,
“Assessing job performance using brief self-
report scales: The case of the individual
work performance questionnaire,” Rev.
Psicol. del Trab. y las Organ., vol. 35, no. 3,
pp. 195–205, 2019.
[33] L. Koopmans, C. Bernaards, V. Hildebrandt,
S. Van Buuren, A. J. Van der Beek, and H.
C. W. De Vet, “Development of an
individual work performance questionnaire,”
Int. J. Product. Perform. Manag., vol. 62,
no. 1, pp. 6–28, 2012.
[34] M. Tuffaha, “The determinants of
employee’s performance: A literature
review,” J. Econ. Manag. Sci., vol. 3, no. 3,
pp. p14–p14, 2020.
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2024.21.67
Mohammed Ghanim Hubais, Muhummad Khairul Islam
E-ISSN: 2224-2899
809
Volume 21, 2024
APPENDIX
Table 1. Descriptive statistics
TNA
OFT
OJT
JR
TC
TM
TD
TCP
EP
Mean
14.2567
5.6897
9.5900
12.7816
7.8506
7.5364
6.2069
11.8123
44.8506
Std. Error of Mean
.45786
.20493
.31208
.46085
.28296
.29398
.25965
.45453
1.17988
Std. Deviation
7.39693
3.31074
5.04180
7.44533
4.57130
4.74946
4.19470
7.34318
19.06156
Variance
54.715
10.961
25.420
55.433
20.897
22.557
17.595
53.922
363.343
Range
40.00
14.00
21.00
31.00
18.00
22.00
20.00
34.00
85.00
Minimum
.00
.00
.00
.00
.00
.00
.00
.00
.00
Maximum
40.00
14.00
21.00
31.00
18.00
22.00
20.00
34.00
85.00
Sum
3721.00
1485.00
2503.00
3336.00
2049.00
1967.00
1620.00
3083.00
11706.00
Table 3. Pearson Correlation Results
TNA
OFT
OJT
JR
TC
TM
TD
TCP
EP
TNA
Pearson Correlation
1
.638**
.599**
.606**
.363**
.422**
.404**
.331**
.342**
OFT
Pearson Correlation
.638**
1
.653**
.581**
.386**
.388**
.343**
.374**
.419**
OJT
Pearson Correlation
.599**
.653**
1
.734**
.464**
.499**
.449**
.479**
.439**
JR
Pearson Correlation
.606**
.581**
.734**
1
.528**
.532**
.496**
.468**
.435**
TC
Pearson Correlation
.363**
.386**
.464**
.528**
1
.676**
.547**
.538**
.423**
TM
Pearson Correlation
.422**
.388**
.499**
.532**
.676**
1
.828**
.637**
.485**
TD
Pearson Correlation
.404**
.343**
.449**
.496**
.547**
.828**
1
.677**
.504**
TCP
Pearson Correlation
.331**
.374**
.479**
.468**
.538**
.637**
.677**
1
.582**
EP
Pearson Correlation
.342**
.419**
.439**
.435**
.423**
.485**
.504**
.582**
1
Table 4. Regression Results
H
Path
Beta
Std. Error
T-value
P-value
R2
H1
TNA -> EP
.027
.041
1.247
.213
.597
H2
TME -> EP
.265
.046
.243
5.700
H2a
OFT -> EP
.042
.128
3.362
.001
H2b
OJT -> EP
.047
.248
5.796
.000
H2c
JR -> EP
.040
.152
3.464
.001
H3
TE -> EP
.047
.250
5.550
.000
H3a
TM -> EP
.049
.157
3.443
.001
H3b
TC -> EP
.047
.251
5.555
.000
H3c
TD -> EP
.052
.136
3.195
.002
H3d
TCP -> EP
.059
.108
2.311
.021
Contribution of Individual Authors to the
Creation of a Scientific Article (Ghostwriting
Policy)
The authors equally contributed in the present
research, at all stages from the formulation of the
problem to the final findings and solution.
Sources of Funding for Research Presented in a
Scientific Article or Scientific Article Itself
No funding was received for conducting this study.
Conflict of Interest
The authors have no conflicts of interest to declare.
Creative Commons Attribution License 4.0
(Attribution 4.0 International, CC BY 4.0)
This article is published under the terms of the
Creative Commons Attribution License 4.0
https://creativecommons.org/licenses/by/4.0/deed.en
_US
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2024.21.67
Mohammed Ghanim Hubais, Muhummad Khairul Islam
E-ISSN: 2224-2899
810
Volume 21, 2024
