Previous studies of training-related issues in most Arabic construction industry organizations have not dealt with TNA effectively. Several authors have shown that developing the expertise of the workforce in Arab countries is tremendously important, if these countries want to be competitive globally. The current practice of TNA is of widespread concern; however, in Arab countries it appears to be in need of particular attention. There has been very little research conducted into training needs in these countries. These needs lie mostly at the managerial level of all sectors such as construction, medicine, banking, and production management (Altarawneh, 2009; Abu-Arqoub, 2008). Previous studies reported such as study by Altarawneh, (2009) in Jordanian bank, that most Arab countries have had to recruit temporary foreign managers for posts usually earmarked for nationals. This is until sufficient numbers of nationals are adequately qualified to assume the same level of responsibility. The
shortage of managerial skills in Arabic countries is responsible for this situation (Atiyya, 1993; Al-Husan & Brennan, 2009; Ali et al., 2002).The lack of management development programmes is regarded as one of the existing problems in Arab countries. Empirical data from several sources indicates that many Arab employees, who learned their skills from experience on the job, believe that the best way to prepare future Arab managers is from their on-going workload, rather than investing large sums of money in training programmes that do not necessarily meet their needs (Atiyyah, 1993; Al-Madhoun & Analoui, 2003; Altarawneh, 2005; Abu-Doleh, 2004).
Altarawneh (2005) argues, in his research study on Jordanian banks, that training focused only on factors that related to the process of training, such as training design and implementation of the training programme. However, less attention has been paid to the different levels of TNA: organizational analysis; personal analysis and task analysis. One of the facts that emerged from these findings is that the TNA approach is seemingly neglected in developing countries, and yet this is known to be the best method for achieving effective training outcomes for organizations (Abu-Doleh, 2004). Further studies, in other developing countries (Poon & Rozhan, 2000; Rossilah, 2007; Arthur et al., 2003); have concluded that insufficient studies on training, especially with respect to TNA, have been conducted. In addition, the same studies have revealed that the TNA technique is mostly conducted abroad. For example, studies of Malaysian companies (Haslinda, 2009) suggested that the main reasons for this are cultural and national differences, between Westerners and southern Asians, regarding TNA practices. Agnaia (1996) reported that the main TNA techniques adopted by Libyan companies are performance appraisal systems, which are often considered the most common and widely used methods in TNA management. Studies reveal that TNA could be described as being highly deficient in most Arab companies (Altarawneh, 2005). Previous research has also shown that there are no specific or systematic practices or procedures for determining training and educational needs due to the lack of reliable information, turbulent political and economic situations and fast-changing social environments (Abdalla & Al-Homoud, 1995; Al- Khayyat, 1998). In other Arab research studies (Altarawneh, 2010; Altarawneh 2009; Al- Khayyat, 1998; Atiyya, 1993; Agnaia, 1996) it has been argued that assessing the needs of employees is ill-defined and generalised in Arab organizations, rather than systematic. This unsystematic training approach arises for two reasons: firstly, training programmes are not based on identified needs, and this leads to difficulties in evaluating them; secondly, economic, political and social factors force some
constraints to these programmes. Apparently, Arab organizations rely on different sources, mainly supervisors or trainees themselves (self-assessment), to get the information required to determine training needs, but they pay little regard to: task or job requirements, job description, or manpower planning (Duna 1991; Altarawneh, 2005). In a recent study (Altarawneh, 2010) it was found that, in Arab organizations, communication does not include employees, when they are selected to be trained. TNA is subject to the views, assessments, experiences and, therefore, perceptions of managers and supervisors. As a result, the outcomes of training programmes may be opposite to employees’ expectations and fail to meet their needs. Furthermore, Altarawneh (2005), in her major study of training development at a Jordanian bank, argued that assessing training needs using management performance records may not reflect the actual situation. This is because these assessments are subject to family, nepotism, kinship and personal relationships between the supervisors and employees (Abdalla et al., 1998). Moreover, TNA in most Arab organizations is considered to be a stand-alone process (Altarawneh, 2009). Altarawneh (2005) also argued that bureaucratic policies and patronage play more important roles. As a result of these influences few employees are selected on the basis of greatest need. Several research studies (Al-Ali, 1999; Attiyah, 1993; Abdalla & Al-Homoud, 1995; Agnaia, 1996) have identified problems that affect implementing TNA in Arabic countries and these problems or barriers include:
Lack of money
Lack of expertise
Lack of job descriptions
Unsystematic approaches to training
Lack of employees’ interest in any development programmes
Lack of top management support
Wasting time and money
When detailed attention is given to TNA in Arab organizations it will help to determine the gap between what is happening and what is supposed to happen, in order to maximize organizational performance. TNA is crucially important and should be conducted based on a systematic needs analysis to include: organizational needs analysis, job needs analysis and
employees' and managers' needs analyses, so as to design a successful and comprehensive TNA programme.