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Open research questions in Human Resource Development and Performance Evaluation

296 gap statements mined from Human Resource Development and Performance Evaluation papers in our 7.9M-paper local library, which holds 3,150 papers on the topic — drawn mostly from each paper's own stated research gap, future-work, challenge and limitation notes, and its abstract. The ones listed below are a selection still marked open; each names the study that raised it, with a DOI link where the paper has one.

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What the literature leaves open

  • The study focused primarily on short-term skill acquisition and long-term immediate performance, retention of VR-trained skills and knowledge as an open question.

    Enhancing pilot training with virtual reality: evaluating skill acquisition and student perceptions · 2026 · DOI

  • Finally, it is relevant to note that, although isometric training has proven to be an effective intervention for the treatment of certain pathologies, there is still a gap in the understanding of the physiological mechanisms underlying its effects.

    Trends and Scientific Production on Isometric Training: A Bibliometric Analysis · 2025 · DOI

  • The absence of job rotation and job shadowing driven by the HRM establishment is a serious problem area that warrants attention.

    Enhancing Knowledge Absorptive and Protective Capacity in South African State-Owned Enterprises Through Training and Development Practices · 2026 · DOI

  • Little is known about how job rotation affects the development of leader efficacy. The effectiveness of job rotation as a leadership development practice is not well understood. The role of career initiative in moderating the relationship between social novelty and leader efficacy is not well understood.

    Rotated, then what? A test of two competing perspectives on leader efficacy development after job rotation · 2026 · DOI

  • A second aim was to complement the limited research on the dimensional character of the transfer of learning by using three measurement times instead of the typical one-shot post-training test to evaluate the transfer process.

    Predicting Transfer of Generic Information Literacy Competencies by Non-Traditional Students to Their Study and Work Contexts: A Longitudinal Perspective · 2024 · DOI

  • Cooperative learning offers a promising response, yet its enabling conditions are insufficiently explored.

    Trainers training trainers: the factors of cooperative learning in times of digital transformation · 2026 · DOI

  • Future research should explore cross-cultural validation and longitudinal outcomes.

    Inclusive digital training systems and learning equity in the workplace: evidence from a neurodiverse workforce · 2025 · DOI

  • Lack of skilled manpower in the garments industry. Limited research on training and development in the garments industry. Need for effective training programs to improve employee productivity.

    A Study on Training and Development Practices and Employee Performance in the Garments Industry · 2026 · DOI

  • There is a lack of research on the impact of training and development on employee performance in the garments industry. Earlier studies focused on general training and development, not specific to the garments industry.

    A Study on Training and Development Practices and Employee Performance in the Garments Industry · 2026 · DOI

  • The study has a limited sample size of 120 respondents. The study only focuses on New Fresh Company, Dindigul.

    A Study on Effectiveness of Training and Development on New Fresh Company, at Dindigul · 2026 · DOI

  • Further studies can be conducted to explore the impact of training and development practices on employee performance and organizational efficiency in other organizations. Future research can focus on identifying the most effective training methods and strategies for improving employee competency and overall organizational efficiency.

    A Study on Effectiveness of Training and Development on New Fresh Company, at Dindigul · 2026 · DOI

  • Second, diversity and team training function as high-yield social resources—shaping belonging, psychological safety, and collective efficacy—while technical training, though significant, is insufficient in driving attitudinal outcomes unless supported by contextual and relational resources.

    THE MODERATING ROLE OF WORK ENVIRONMENT ON TRAINING AND DEVELOPMENT AND EMPLOYEE ENGAGEMENT IN THE NIGERIAN FEDERAL INLAND REVENUE SERVICE · 2026 · DOI

  • Building on these limitations, future studies could explore several avenues: Longitudinal Studies: Examining training and performance over time would provide deeper insights into causal relationships and long-term effects.

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

  • 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. The study was limited to a single organisational environment and a sample size of 100 employees.

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

  • The paper suggests that future research should empirically test and refine the governance-HRD excellence nexus. The paper proposes that future research should examine the relationship between governance, HRD, and institutional excellence in different contexts.

    Governance of Human Resource Development and Institutional Excellence in Public Universities · 2026 · DOI

  • The need to examine both psychological and demographic determinants influencing behavioural application in the workplace.

    Transfer of Training in Malaysian TVET Institutions: The Role of Attitude, Organisational Commitment, Perceived Importance and Gender Differences · 2026 · DOI

  • Future research should adopt longitudinal and mixed-methods designs across diverse educational contexts. Future research should test the hypothesized mediating role of teacher commitment.

    Headmasters’ HRM Practices, Teacher Commitment, and Student Development in Tamil National Type Primary Schools: Evidence from a Cross-Sectional Survey in Federal Territory of Kuala Lumpur · 2026 · DOI

  • Thirdly, wellness and mental health initiatives should be expanded to include regular debriefing sessions, comprehensive Employee Assistance Programs, and easy access to mental health services for employees and their dependents. These institutions should make sure that they promote the well-being culture and these programs should be part of their long-term plans.

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

  • One of the challenges identified is the difficulty in safeguarding and protecting critical tacit knowledge against potential loss. Another challenge is the need to develop stronger mechanisms to protect valuable expertise. The study also highlights the challenge of advancing employees’ capacity to absorb knowledge whilst also developing stronger mechanisms to protect valuable expertise.

    Enhancing Knowledge Absorptive and Protective Capacity in South African State-Owned Enterprises Through Training and Development Practices · 2026 · DOI

  • Although limited to a single-country context, the findings have broader implications for workplace learning design across culturally and cognitively diverse labor markets.

    Inclusive digital training systems and learning equity in the workplace: evidence from a neurodiverse workforce · 2025 · 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.

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

  • Weak governance can lead to fragmented HRD practices, limited strategic alignment, and ultimately constrained institutional excellence. Resistance to flexibility and innovation in HRD practices can undermine development efforts. Inadequate resources and institutional commitment can limit the usefulness of HRD as an intervening mechanism.

    Governance of Human Resource Development and Institutional Excellence in Public Universities · 2026 · DOI

  • The implementation of Human Resource Analytics in the education sector is still relatively lagging behind other sectors. Educational institutions have not made optimal use of predictive and prescriptive analytics in human resource decision-making.

    Human Resource Analytics in Decision Making Strategic in Modern Education Management · 2026 · DOI

  • However, little is known about the knowledge trainers have regarding transfer knowledge dimensions…

    The predictive value of training content and trainer characteristics on trainers’ knowledge about transfer of training · 2026 · DOI

  • The study identifies a gap in understanding the relationships among headmasters’ HRM practices, teacher commitment, and students’ holistic development.

    Headmasters’ HRM Practices, Teacher Commitment, and Student Development in Tamil National Type Primary Schools: Evidence from a Cross-Sectional Survey in Federal Territory of Kuala Lumpur · 2026 · DOI

Most-cited papers in Human Resource Development and Performance Evaluation

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Open questions raised by papers listed on this page include: (1) The study focused primarily on short-term skill acquisition and long-term immediate performance, retention of VR-trained skills and knowledge as an open question (“Enhancing pilot training with virtual reality: evaluating skill acquisition and…”, 2026); (2) Little is known about how job rotation affects the development of leader efficacy (“Rotated, then what? A test of two competing perspectives on leader efficacy…”, 2026); (3) There is a lack of research on the impact of training and development on employee performance in the garments industry (“A Study on Training and Development Practices and Employee Performance in the…”, 2026); (4) Future research can focus on identifying the most effective training methods and strategies for improving employee competency and overall organizational efficiency (“A Study on Effectiveness of Training and Development on New Fresh Company, at…”, 2026); (5) 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 (“Impact of Training and Development on Employee Performance Among Business…”, 2026). 296 gap statements have been mined from Human Resource Development and Performance Evaluation papers in our 7.9M-paper local library, which holds 3,150 papers on the topic; the gaps come from whichever of those papers state one. They are mostly the research gaps the authors state and the papers' abstracts, plus future-work, limitations and challenges passages. The ones listed below are a selection still marked open; each names the study that raised it, with a DOI link where the paper has one, so you can read the original claim in context.

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