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Open research questions in Human Resource Development and Performance Evaluation

289 unresolved questions extracted from the limitations and future-work sections of 2,960 Human Resource Development and Performance Evaluation papers in our library. Each links back to the study that raised it.

What the literature leaves open

  • There is a need for clarity at the specific level of PD and what the impacts are for practice, - Certain gaps in the knowledge and questions that should be addressed in the future have been identified

    Transferring Results of Professional Development into Practice: A Scoping Review · 2025 · DOI

  • Future research should focus on refining the training program through long-term observation, developing a multidimensional evaluation index system, exploring training experiences qualitatively, and investigating the personality characteristics of nurses to enhance training transfer effects.

    Continue nursing education: an action research study on the implementation of a nursing training program using the Holton Learning Transfer System Inventory · 2024 · DOI

  • Given the existing body of literature on interviewee training, sev- eral research gaps can be identified and directions for future research elucidated. First, the most critical issue not yet addressed is to what extent interview training results in employment opportunities. Sec- ond, the reviewed studies suffer from small sample sizes. Hence, studies using larger sample sizes are needed. Third, is the lack of controlled experimentation in interview training. Fourth, research investigating more traditional job seeking populations is needed, Fifth, comparisons between training methods are needed. In summary, research focusing upon these and other areas will help expand our knowledge of the interview process from the viewpoint of the interviewee. In total, the studies conducted to date indicate inter- viewee training to be effective in improving targeted behaviors. Addi- tional research in the areas suggested will help add to the knowledge base of the job search process and provide a fuller understanding of the search for employment. R e f e r e n c e s Adler, K.R. (1964). Pathway to your future. Cambridge: Bellman. Austin, M.F., & Grant, T.N. (1981). Interview training for college students disadvan- V a n M. L a t h a m 107 taged in the labor market: Comparison of five instructional techniques. Journal of Counseling Psychology, 28, 72- 75. Barbee, J.R., & Keil, E.C. (1973). Experimental techniques of job interview training for the disadvantaged: Videotape feedback, behavior modification, and microcounseling. Journal of Applied Psychology, 58, 209-213. Bolles, R.N. (1979). What color is your parachute? Berkeley: Ten Speed Press. Braukmann, C.T., Fixsen, D.L., Phillips, E.L., Wolf, M.M., & Maloney, D.M. (1974). An analysis of a selection interview training package for pre-delinquents at achievement place. Criminal Justice and Behavior, 1, 30-42. Dubnick, P. (1967). A job for you. Austin: Streck-Vaughn. Furman, W., Geller, M., Simon, S.J., & Kelly, J.A. (1979). The use of a behavior re- hearsal procedure for teaching job-interviewing skills to psychiatric patients. Behav- ior Therapy, 10, 157-167. Hollandsworth, J.G., Dressel, M.E., & Stevens, J. (1977). Use of behavioral versus tradi- tional procedures for increasing job-interview skills. Journal of Counseling Psychol- ogy, 24, 503-510. Hollandsworth, J.G., Jr., Glazeski, R.C., & Dressel, M.E. (1978). Use of social-skills training in the treatment of extreme anxiety and deficient verbal skills in the job- interview setting. Journal of Applied Behavior Analysis, 11,259- 269. Keil, E.C. & Barbee, J.R. (1973). Behavior modification and training the disadvantaged job interviewee. Vocational Guidance Quarterly, 22, 50-56. Kelly, J.A., Laughlin, C., Clairborne, M., & Patterson, J. (1979). A group procedure for teaching job interview skills to formerly hospitalized p

    Interviewee training: A review of some empirical literature · 1987 · DOI

  • Future research could explore the impact of HRM practices on job satisfaction in other types of libraries. Future research could also examine the effectiveness of HRM policy interventions in improving job satisfaction.

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

  • The study identifies a gap in the literature regarding the influence of HRM practices on job satisfaction in academic libraries. The study also identifies a gap in terms of the lack of extensive HRM policy interventions in academic libraries.

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

  • The study notes that the Nigerian Federal Inland Revenue Service faces challenges in strengthening domestic revenue mobilisation. The study identifies the need for continuous capacity building, effective employee engagement, and supportive work environments.

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

  • The study identifies a gap in the literature on the moderating role of the work environment on the relationship between training and development and employee engagement. The study notes that prior research has not fully explored the impact of different training and development dimensions on employee engagement.

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

  • Rapid technological changes and evolving operational requirements in the automotive manufacturing sector. The need for employees to regularly update their skills to keep pace with these changes. The importance of customizing training design to specific job roles.

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

  • There is a need for empirical evidence on the relationship between training and employee performance in the automotive manufacturing sector. Prior studies have not fully explored the application of Human Capital Theory and Kirkpatrick’s model in real-world contexts.

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

  • County referral hospitals in Kenya continue to record sub-optimal service delivery outcomes largely attributable to weaknesses in human capital development. There is a need for more coherent strategies to strengthen operational efficiency in county referral hospitals.

    Employee Training on Service Delivery in County Referral Hospitals in Kenya · 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 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 persistence of low or inconsistent training transfer among TVET lecturers. 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

  • 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

  • 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

  • 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

  • Further studies can examine the impact of performance appraisal practices on employee engagement in other contexts. The relationship between training and employee engagement can be further explored.

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

  • There is a lack of consideration given to performance appraisal practices in connection to employee engagement in the public service. The concept, theory, influencing variables, and results of employee engagement continue to differ significantly.

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

  • There is a need to explore strategies to improve employee performance in higher education institutions in Zimbabwe post-COVID-19. The study identifies a gap in the literature on HR strategies in higher education institutions in Zimbabwe and similar contexts.

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

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289 open questions have been extracted from the limitations and future-work passages of 2,960 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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