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This paper reviews the literature on training needs analysis with the intention of organising conceptually the various approaches. It offers a way of going beyond simple descriptions to a quantitative approach. A simple yet comprehensive model is proposed which consists of four aspects focusing on four related questions: Who are the key initiators of the TNA studies? What are the levels of interest in the studies (i.e. organization, process, group and individual)? What methods of analysis are used? What is the intended outcome of the analysis? Based on these, four hypotheses are proposed. A literature search produced a total of 118 articles, of which 44 were randomly picked for detailed review. As expected, the literature was dominated by "supply-led" players, i.e. trainers and academics, but with an unexpectedly strong emphasis on the "demandled" aspects of the organisation, especially its business results and growth.

PurposeThis paper aims to develop a user‐satisfaction‐based knowledge management performance measurement model, including identifying the assessment criteria sourced from user‐satisfaction‐based core values, critical success factors and phases of knowledge management process. With the aid of the developed measurement model, organisations could assess the strength and weakness of their own knowledge management system and practice and then identify areas for improvement.Design/methodology/approachUser‐satisfaction‐based core values, critical success factors and five‐phase knowledge management process are identified through literature review and analysis, and expert interviews, with the aid of system‐modelling techniques.FindingsThe seven user‐satisfaction‐based core values, eight critical success factors and five‐phase knowledge management process are identified as the basis of the assessment criteria. These assessment criteria provide academics and practitioners with a new insight into the research landscape for knowledge management performance measurement.Originality/valueThe user‐satisfaction‐based approach provides direct measurement of knowledge management performances in organisations. The developed user‐satisfaction‐based knowledge management performance measurement model covers comprehensive assessment criteria, which are crucial to enable organisations to measure their knowledge management practices and identify improvement areas. It also provides a platform to benchmark performances among companies and even industries, and in turn continually improve knowledge management performances.