Advantages and pitfalls of training in a Lebanese manufacturing Company: a qualitative approach

Abstract

Not long ago, companies started investing millions of dollars on training and educating their workforce on new skills and improving prior skills. This increase in investment in training is mainly due to the rapid changes in technology and intense competition in the open market. However, this investment varied from one company to another. Training is a tool and a way to acquire new and different set of knowledge, skills and attitudes that are work related, and can have short and long term benefits for the employee and the organization. Training and development is a new process in the Lebanese market. From the many positive effects and benefits of training on companies and organizations, working conditions and career development are considered the most vital, especially to manufacturing companies. The purpose of this article is to identify the benefits and the challenges of training. Hence, a qualitative exploratory approach is used. Managers from one of the leading Lebanese manufacturing company were interviewed to detect their perceptions about the effect of training on their employees and to determine on what basis the training is provided to employees.

Training and Performance: A Sign from Saudi Service Organizations

“…The conceptualization of training in this way in the present study represents its main contribution. In general, the results obtained by the study were similar to the results of many other studies in the same context, which pointed out a significant as well as positive influence of training on organizational performance (Elnaga & Imran, 2013;Falola et al, 2014;Khan et al, 2011Khan et al, , 2017Kum et al, 2014;Percival et al, 2013;Saks & Burke-Smalley, 2014;Shaheen et al, 2013;Sherwani & Mohammed, 2015;Sultana et al, 2012;Talpur et al, 2016;Tangoukian et al, 2016;Umar et al, 2013).…”

“…Using a sample of the employees working at a Lebanese industrial company, Tangoukian et al (2016) conducted a study to examine the advantages and pitfalls of training and found that most of the departments in the company implement both internal and external training practices, despite the fact that employees prefer external training to internal training. In their review of research, the effect of training on organizational outcomes, such as human resource outcomes, performance outcomes, financial outcomes, and stock outcomes, Tharenou et al (2007) found that the strongest correlation was between training and organizational outco mes, such as organizational performance.…”

Key training practice indicators for optimal site supervisors’ utilisation in construction firms

“…The study also found out that TD is another stage of training in the organisation (Altarawneh, 2005;Tangoukian et al, 2016). The significant ways of delivering training for optimal utilisation of site supervisors in construction firms are demonstration, group work (discussion), lectures and off-site training.…”

“…It is the process of acquiring new or additional skills and knowledge for improved performance on the present job (Siu and Lau, 1998). Armstrong (2006) emphasised that training should be a systematic procedural process with dimensions such as training needs analysis/assessment (Abdel-Maksoud and Saknidy, 2016; Tangoukian et al , 2016), training delivery (TD) (Mathis and Jackson, 2011; Tangoukian et al , 2016), training evaluation (TE) (Punia and Kant, 2013; Xiao et al , 2011) and training transfer (TT) (Bhatti et al , 2013; Punia and Kant, 2013).…”

“…Al-Ali (1999) conducted quantitative research and conceptualised training into two dimensions, training needs assessment (TNA) and TE and follow-up, but failed to further classify the dimensions of training into indicators. Tangoukian et al (2016) conducted qualitative research on training and conceptualised training into four dimensions: training analysis, training design, training development and training implementation and evaluation. Tangoukian et al (2016) also failed to further classify training dimensions into training indicators.…”