Development of HRM Training Practice under Saudi Arabia’s Vision 2030

Abstract

This paper studies the development in the human resources management training of domestic enterprises (DEs) Vs. multinational subsidiaries (MNSs) under Saudi Vision 2030 was formed in 25 April 2016 by Crown Prince Mohammad bin Salman. Based on the literature MNSs are more rigorous in their training practices. So, the hypotheses were predicted from literature as MNSs are more interested in their training. Findings were confirmed that predicted hypotheses were statistically significant. MNSs utilized more sophisticated training practice. Also, this paper considered the comparative in terms of local Saudi workforce. When MNSs have more local force were found to place more significance on training development . The literature was explored in order to confirm this study is only one in the context of Saudi Arabia. This study was added to understand of HRM practices between two different types of organizations. Furthermore, this study had suggestion for future research.

The Effect of Human Resource Management Practices on Employees’ Motivation and Creativity in the Private Sector of Saudi Arabia

“…According to Shin, Jeong, and Bae (2016), job training is expected to positively affect intrinsic job motivation by developing employees' domain-specific knowledge and abilities. According to Alkhater and Alhalwachi (2018), training has been widely acknowledged as having a good influence on employee motivation. In addition, the development of employee competence, autonomy, and relatedness as an HRM motivation outcome is vital to enhancing employee technical skills and knowhow, which is in turn critical to securing motivation (Chandler, 2011).…”