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Open research questions in Human Resource Development and Performance Evaluation

104 unresolved questions extracted from the limitations and future-work sections of 2,857 Human Resource Development and Performance Evaluation papers in our library. Each links back to the study that raised it.

What the literature leaves open

  • Building on the findings of this study, it is clear that while personnel of the PDEA Academy demonstrate strong awareness, desire, and ability to support the planned relocation to Tanay, Rizal, readiness remains fragile due to knowledge gaps, weak reinforcement mechanisms, and demographic realities. Perceptions of relocation are largely positive and aligned with New Public Management principles, yet tempered by concerns about infrastructure, training, resources, and safety. To ensure that the relocation is not only implemented but sustained effectively, there is a need for a comprehensive action plan anchored in the ADKAR framework. The following recommendations are organized across macro, meso, and micro levels of significance, reflecting the study’s relevance to national institutions, organizational management, local communities, and individual stakeholders, while also aligning with the Sustainable Development Goals (SDGs).

    ADKAR Model Approach to Personnel Readiness to Relocation of PDEA Academy to Tanay, Rizal, Towards Transition Management · 2026 · DOI

  • Conclusions is flawed fundamentally findings demonstrate This study set out to examine the strategic adaptation of reward systems at the nexus of institutional voids and high power distance within a Ugandan higher education context, generating insights that significantly disrupt…

    Strategic Adaptation of Reward Systems at Makerere University under Institutional Voids and High-Power Distance Contexts: An International HRM Perspective · 2026 · DOI

  • Joseph Kikomeko1* & Prof. Ogbe Augustine Alloysius, PhD1 1 Muteesa I Royal University, Kampala, Uganda.

    Strategic Adaptation of Reward Systems at Makerere University under Institutional Voids and High-Power Distance Contexts: An International HRM Perspective · 2026 · DOI

  • The study further suggests that future research could explore the role of leadership styles and governance structures in reinforcing the ICS - performance nexus.

    Internal Control System, Organizational Culture and Performance of the Public Technical, Vocational Education and Training Institutions in Kenya · 2026 · DOI

  • of concerning vocational and education. United Nations Educational, Scientific and Cultural Organization, Paris. technical revised Sibiya, M., Aigbavboa, C., & Thwala, W. (2015). Measures to improve the performance of construction projects in South Africa.

    Barriers to Collaboration between Industry and Technical and Vocational Education and Training Institutions in Tanzania · 2026 · DOI

  • Conclusion that the major The study examined major factors impeding TVETIs-industry collaboration. The research question investigated in this study was “What are the major factors impeding TVETIs-industry collaboration?” The answer to this research question provided the main contribution to a body of knowledge in the form of a list of major factors collaboration.

    Barriers to Collaboration between Industry and Technical and Vocational Education and Training Institutions in Tanzania · 2026 · DOI

  • Based on the findings of the study, the follow- ing recommendations can be proposed as to how to enhance employee performance in higher education institutions in Harare, Zimbabwe during the post COVID 19 recovery period. In the first place, insti- tutions should make sure that continuous skill de- velopment is encouraged through targeted training programs that address the emerging technological needs and digital competencies. This ensures that the employees can meet the changing needs of the job by having performance coaching and ongoing professional development as part of the institutional policies. Thirdly, wellness and mental health initia- tives should be expanded to include regular debrief- ing sessions, comprehensive Employee Assistance Programs, and easy access to mental health services for employees and their dependents. These institu- tions should make sure that they promote the well- being culture and these programs should be part of their long-term plans. Fourthly, the flexible work policies such as the hybrid model and work from home should be formalized and frequently discussed to meet the needs of the employees and the goals of the organization. These institutions should also ensure that necessary resources and clear guidelines are available for supporting these policies. Lastly, 95 J. Chiwawa et al. communication and engagement efforts should be enhanced through structured feedback mechanisms, regular progress meetings, and training on collab- orative platforms like Moodle and MS Teams. This is because, formation of specialized task teams to address organizational challenges and fostering an inclusive decision-making environment is most ef- fective in building trust, accountability and align- ment to goals. These recommendations are intended to help maintain the level of employee performance, well-being, and innovation to support institutional resilience and long-term success.

    Strategies to improve employee performance in the post-COVID-19 period: lessons from higher education institutions in Zimbabwe · 2026 · DOI

  • However, unless PAPs encourage employee involvement, which in turn spurs improved organisational performance, they are insufficient to inspire high performance. Further research on the subject of PAPs and employee engagement from the viewpoint of the employees themselves would be a worthwhile avenue to pursue.

    Impact of Performance Appraisal Practices on Employee Engagement in the Civil Service · 2026 · DOI

  • • Organisations should implement regular and structured training and development programmes to improve employee skills, productivity, and overall work performance. • Periodic evaluation of training effectiveness should be conducted to identify employee learning needs and improve training quality. • Companies should provide communication, sales, and customer relationship management training to enhance the performance of Business Development Executives (BDEs). • Organisations should encourage continuous learning and professional development practices to improve employee motivation, confidence, and job satisfaction. • Management should adopt employee-focused development strategies to create a skilled, adaptable, and highperforming workforce capable of supporting organisational growth and business success. 13. CONCLUSION Training and development play an important role in improving employee performance and organisational effectiveness. The findings of the study indicate that structured training programmes positively influence the skills, productivity, communication ability, and overall work performance of Business Development Executives (BDEs). Effective training and development practices also contribute to employee motivation, confidence, job satisfaction, and professional growth. Organisations that invest in continuous learning and employee development programmes can achieve better workforce performance and improved business outcomes. Training initiatives help employees adapt to changing business environments and enhance their ability to achieve organisational goals effectively. The study concludes that training and development are essential strategic tools for improving employee performance and supporting organisational growth. Future research may focus on advanced training methods, digital learning platforms, and comparative studies across multiple industries to gain broader insights into employee development and performance improvement. © Author(s). This work is peer-reviewed, openly published, and permanently archived This article is openly accessible and reusable with proper attribution. https://ijsmt.org/, Email: [email protected] 5 International Journal of Science, Strategic Management and Technology Volume 02 Issue 05 May-2026 | ISSN: 3108-1762 (Online) | Impact Factor: 3.8 An International, Peer-Reviewed, Open Access Scholarly Journal Indexed in recognized academic databases REFERENCES 1. Kannappa, R., & Bharathi, S. (2020). Investigating the impact of green HRM practices on employee engagement and job satisfaction. International Journal of Management, 11, 1939 2. Gupta, N., & Sharma, R. (2022).

    Impact of Training and Development on Employee Performance Among Business Development Executives (Bdes) · 2026 · DOI

  • • The study was limited to a single organisational environment and a sample size of 100 employees. • The research focused only on Business Development Executives (BDEs), which may limit the generalisation of the findings to other employee categories. • The cross-sectional research design restricted the evaluation of long-term impacts of training and development programmes on employee performance. • Employee responses were based on personal opinions and perceptions, which may contain minor response bias. • Future studies involving multiple organisations and larger sample sizes may provide broader and more generalisable research findings. 12. RECOMMENDATIONS • Organisations should implement regular and structured training and development programmes to improve employee skills, productivity, and overall work performance. • Periodic evaluation of training effectiveness should be conducted to identify employee learning needs and improve training quality. • Companies should provide communication, sales, and customer relationship management training to enhance the performance of Business Development Executives (BDEs). • Organisations should encourage continuous learning and professional development practices to improve employee motivation, confidence, and job satisfaction. • Management should adopt employee-focused development strategies to create a skilled, adaptable, and highperforming workforce capable of supporting organisational growth and business success. 13. CONCLUSION Training and development play an important role in improving employee performance and organisational effectiveness. The findings of the study indicate that structured training programmes positively influence the skills, productivity, communication ability, and overall work performance of Business Development Executives (BDEs). Effective training and development practices also contribute to employee motivation, confidence, job satisfaction, and professional growth. Organisations that invest in continuous learning and employee development programmes can achieve better workforce performance and improved business outcomes. Training initiatives help employees adapt to changing business environments and enhance their ability to achieve organisational goals effectively. The study concludes that training and development are essential strategic tools for improving employee performance and supporting organisational growth. Future research may focus on advanced training methods, digital learning platforms, and comparative studies across multiple industries to gain broader insights into employee development and performance improvement. © Author(s). This work is peer-reviewed, openly published, and permanently archived This article is openly accessible and reusable with proper attribution.

    Impact of Training and Development on Employee Performance Among Business Development Executives (Bdes) · 2026 · DOI

  • While the study provides valuable insights, several limitations should be acknowledged. First, the focus was on non-managerial employees in four firms within Ipoh, which may limit 324 INTERNATIONAL JOURNAL OF ACADEMIC RESEARCH IN BUSINESS AND SOCIAL SCIENCES Vol. 1 6 , No. 5, 2026, E-ISSN: 2 2 2 2 -6990 © 2026 generalizability to other regions or managerial roles. Second, the cross-sectional design captures relationships at a single point in time, restricting causal inference. Longitudinal studies would be better suited to examine how training influence performance over time. Third, the study relied on self-reported data, which may be subject to bias. Future research could incorporate objective performance measures to strengthen validity.

    Training and Employee Performance in the Automotive Manufacturing Sector: Evidence from IPOH, Malaysia · 2026 · DOI

  • detailed examination of how performance measures relate to other contextual drivers will be presented in a future study by us. Ramchander (2015) noted an even higher percentage of library staff 32% who viewed appraisal systems as unfair, and Rajashekara (2021) also found that approximately two-thirds (64.6%) of respondents expressed organisational responses to biased appraisals. The evidence from this dissatisfaction with it. More against IJIRT 199957 INTERNATIONAL JOURNAL OF INNOVATIVE RESEARCH IN TECHNOLOGY 19 © May 2026 | IJIRT | Volume 12 Issue 12 | ISSN: 2349-6002 study supports Berkner's (1979) contention that evaluation systems are a collaborative, future-oriented venture. 4.2.3. HRM Practices and Recruitment The HRM Practices and Recruitment obtained a composite mean of M = 3.22 (SD = 0.94), indicating moderate satisfaction. The systematic and updated recruitment process scored the highest mean in the construct (M=3.31, SD=0.95), indicating that it was believed the library's recruitment processes are more systematic than those of non-library organisations (Q9). In contrast, the lowest mean (M = 3.12, SD = 0.97) was observed for Q11, which examined libraryinstitutional HR collaboration. This result is similar to the opinions of Ikokoh, Osinulu, and Tonukari in 2021, who found that most Nigerian academic libraries use obsolete hiring templates and that performance Appraisal is treated as a mere procedural ritual rather than a strategic HRM tool. In a similar vein, Mondal (2020) emphasised that competence development and the continuous examination of HRM factors are foremost for to attain a competitive advantage in the twenty-first-century knowledge-driven environment. libraries 4.2.4. Compensation, Promotion and Retention The lowest composite mean score across all variables, including the dependent variable, was observed for the Compensation, Promotion and Retention construct (M = 2.89, SD = 1.08), indicating a below-moderate level of satisfaction. Q12 had the lowest item-level mean of 2.74 (SD = 1.15) and addressed equity in salary and to academic staff of equal benefits relative qualifications. Importantly, this finding is especially relevant because it reflects the ongoing discrepancies in compensation reported by Ikokoh and colleagues. and the findings of salary dissatisfaction reported by Rachael and Devi (2019), in which nearly 24% of library professionals at the University of Calicut were dissatisfied with economic benefits. Likewise, Meena (2023) warned that uncompetitive compensation systems are a major factor in staff turnover at academic libraries. 4.2.5. Job Satisfaction and Professional Growth As indicated by a composite mean of M = 3.35 (SD = 0.92), the dependent variable, Job Satisfaction and Professional Growth, indicated an intermediate level of global job satisfaction. With respect to Q15 (physical working conditions, ICT infrastructure and organisational culture), with M = 3.48, SD = 0.88, a greater mean was recorded for environmental and infrastructural factors of the workplace compared to promotion opportunities, as they are perceived as to favourable relatively more satisfaction career options advancement. The average for career development opportunities professional growth/readiness and recognition/advancement) was 3.22 (SD = 0.95), highlighting an area for further improvement. The results align with Choudhary & Hemlata (2018), who provided evidence for the significance of compensation, recognition, and career growth as major factors influencing librarians' job satisfaction across a range of developing country contexts. in contributing regarding access (Q16: than to Table 3 Descriptive Statistics Mean and Standard Deviation by Item and Variable (N = 120) S.No.

    HRM Practices in Libraries of Private Engineering Colleges in Coastal Andhra Pradesh: An Analytical Study · 2026 · DOI

  • This paper concludes by outlining practical recommendations, such as enhancing communication conduits between teachers and human resource departments to better acknowledge and address teachers’ concerns, and proposes further research on other potential factors that might affect teachers’ perceptions of HRM practices.

    Redefining rural education: exploring EFL teachers’ perceptions and recommendations for enhanced human resource management practices · 2024 · DOI

  • Social implications Precisely because funds are scarce this paper enlights the dilemma and the tension between quantity and quality in the European HRD policy, this is an important social problem.

    The European social fund in the Visegrad countries in the 2007-2013 programming phase · 2019 · DOI

  • The results show that, aside from the dominant theories on training and labour productivity, the perception of the benefits of training on workplace productivity is not merely limited to the conventional understanding of productivity as a simplistic relationship between resource inputs and tangible outputs.

    Productivity benefits of employer-sponsored training · 2018 · DOI

  • An overview of the LPSS system and capabilities is presented along with the results of our review of the current state of competency management in Canada and some challenges in this area, followed by recommendations for further work on competency functionality in the context of the LPSS program.

    An Overview of Competency Management for Learning and Performance Support: A Canadian Perspective · 2017 · DOI

  • Findings – The empirical results are mixed showing a positive association between owners' attendance on a business training program and company performance merely with regard to four performance variables: better job satisfaction within a company, increased number of employees, organizational improvements and increased exports.

    Competence development and performance among Swedish micro firms · 2014 · DOI

  • While this study found that supervisors' training framing impacted trainees' attitudes and in turn further influenced their training outcomes, other contextual determinants of trainees' motivation, such as another type of training framing, post‐training accountability, and organizational climate remain unexplored.

    Effects of training framing, general self‐efficacy and training motivation on trainees' training effectiveness · 2006 · DOI

  • The extant literature on this subject is inconclusive and a number of criticisms have been made witlh reference to the research design and methodology employed (Westhead and Storey, 1997).

    The Relationship between Training and Small Firm Performance; Research Frameworks and Lost Quests · 2000 · DOI

  • The theoretical orientations of supervisees has been rarely studied because most studies of supervision either investigate beginning level trainees, who have not yet developed a theory of therapy, or they compare beginning and advanced practicum trainees (Worthington, 1987).

    Effects of supervisor and supervisee theoretical orientation and supervisor-supervisee matching on interns' perceptions of supervision. · 1992 · DOI

  • Future research should explore how different types of public institutions in Uganda variably experience and respond to these state-created fiscal voids.

    Strategic Adaptation of Reward Systems at Makerere University under Institutional Voids and High-Power Distance Contexts: An International HRM Perspective · 2026 · DOI

  • This research addresses a key gap by integrating organizational inputs, industry awareness, and psychological mechanisms to explain employee performance, a connection that has been underexplored in Saudi Arabia’s manufacturing sector.

    THE MEDIATING ROLE OF SELF EFFICACY ON THE INFLUENCE OF TRAINING QUALITY AND INDUSTRY TREND AWARENESS ON JOB PERFORMANCE IN A MANUFACTURING COMPANY · 2026 · DOI

  • Though the external validity of this method is limited by the artificial setting, it is a solid way of studying the impact of different usages of digital assistance systems in terms of training.

    Learning via assistance systems in industrial manufacturing. An experimental study in an Industry 4.0 environment · 2023 · DOI

  • Investigations into the effects of training design and successful elements such as the training platform (online, hybrid or in-person), sample size, group structure, facilitation and participant demographics are warranted.

    Training design in mediating the relationship of participants’ motivation, work environment, and transfer of learning · 2022 · DOI

  • government faces forthcoming human capital shortages due to the ongoing retirements of a large segment of its workforce, empirical research investigating the impact of commonly used human capital development practices on performance in the public sector is scarce.

    The Performance Rewards of Human Capital Development in the Federal Government · 2021 · DOI

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104 open questions have been extracted from the limitations and future-work passages of 2,857 Human Resource Development and Performance Evaluation papers in our library. Each one below links back to the study that raised it, so you can read the original claim in context.

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