Training Needs Analysis and Organizational Effectiveness: Linking Perceived Organizational Support from Saudi Arabian Construction Sector
Ahmad Mohmad Albassami
University Putra Malaysia (UPM)
Amer Hamzah Jantan
University Putra Malaysia (UPM)
Abdul Rashid bin Abdullah
University Putra Malaysia (UPM)
Anuar Shah bin Bali Mahomed
University Putra Malaysia (UPM)
Abstract
The research studies how training needs analysis (TNA) can be nurtured within the constructions sector using different levels at organizational, team and individual. TNA has generated widespread interest both academically, theoretical and practical. However, previous studies have mostly performed at organizational level with few discussed at team level and individual level, especially in construction sector in third world countries who are struggling to catch up with the develop country in term of methodologies and technological advancement. This lead to lost their competitiveness in competing vigorously due to lack of training needs and organizational support. The study employ quantitative exploratory study design with sample of small and large construction firms in Kingdom of Saudi Arabia. Using questionnaire as a data collection method, the study employed PLS-SEM to test the hypotheses relationship. The result revealed that training need analysis at organizational level is the strongest while at individual level is weak having a positive and significant to organizational effectiveness in the constructions firms within the study area. The study also revealed that the training needs analysis at team level has an inverse relationship to organizational effectiveness. As perceived organizational support moderate the relationship, it was observed that POS moderate the relationship of all the variables with different degree to organizational effectiveness. The implications to theory and practice has been documented.
Keywords: Training Needs Analysis, Perceived Organizational support and Organization Effectiveness
Introduction
In light of today's competitive environment, the fast pace of external factors changing rapidly, and the increasing importance of construction methodologies that are built on an HR strategic direction to keep up, such as Training Needs Analysis (TNA), this study would be an important addition to the literature (Hamidi, 2020; Alghamdi, 2020). An organization's present and desired performance levels, as well as the abilities of its employees and their support networks, can be better understood through a thorough inquiry and analysis conducted as part of a training need analysis. There are several features common to most construction firms that operate in contexts with limited resources, including "budget overruns," "rush up projects," and "project delays," as well as "inefficiencies" (Riazi, Zainuddin, Nawi, Musa, & Lee, 2020). To achieve organizational effectiveness, many intangible resources must be unbundled (Madhani, 2022; Barney, 2018). Specifically, in construction firms the core is built around project technologies, but these are quickly evolving and their value vanishes rapidly (Alhumayn, 2018; McKinsey Global Institute 2017; Radzi, Bokhari, Rahman, & Ayer, 2019). Firms' ability to reconfigure their internal and external capabilities in the face of these rapid changes makes the resources-based view appropriate (Barney, 1991). Hence research elements were chosen to reflect perceived organizational support and their consequent influence affecting TNA on organizational effectiveness around the Saudi Construction firms and which would be used as moderators.
In Saudi Arabia, the construction business, for example, has the highest accident rate (51.35%) and the worst safety record of any other sector. According to various studies (Peiró et al., 2020; Subedi and Pradhananga, 2021; Gosi, 2015), there were at least 69,241 accidents throughout all sectors of the economy. Many countries around the world face a similar problem when it comes to construction (See, Hasan, Baroudi, Elmualim, & Rameezdeen, 2018; Ismail, Kadir, & Jaes, 2018). In Malaysia, the construction business is regarded as one of the most dangerous (Ayob, Shaari, Zaki, & Munaaim, 2018). This industry is considered one of America's most dangerous occupations even here at home (Passmore, et al., 2019). Based on this fact, this study content that, the construction industry in Saudi Arabia might change these scenarios using the TNA for effectiveness (Purnell, 2020), and organizational support (Kurtessis, Eisenberger, Ford, Buffardi, Stewart, & Adis, 2017). In the construction industry, however, training is a vital instrument for transformation regardless of business size (Guo, Yiu, & González, 2018). The reputation of the firm is affected by accident and jeopardize their effectiveness, while the contingency theory perspective, has a significant impact on the efficiency and effectiveness of organizations (Buniya, et al., 2021; Ho, & Dzeng, 2010).
In practical perspective, to understanding the level of training effectiveness and organizational effectiveness in the construction industry of KSA. Many study identifies unanimously that one of the main issues is low skilled employees (e.g., Al-Ghamdi, 2020; AlMunifi, & Almutairi, 2021). Thus, training for the low skilled employee is required. A survey conducted by City and Guilds Group (2017) argues that companies in KSA, although are experiencing growth, but have a direct effect in reducing non-Saudi workers who are more skilled. However, there are not many skilled Saudi workers. This equally would provide a miss-match between demand and supply. City and Guilds Group (2017) also reiterated that in the KSA there is a miss-match between the output of the educational system and the requirements needed to fill the jobs. This is supported by the work of Al Emad and Rahman (2018) who opines that the construction industry is saddled with a lack of quality employees.
Moreover, participants opine that training is becoming a burden to them due to the amount of training needed to fit the requirement. Furthermore, they restated that most of the times, training is still inadequate because of either low education of the employee or language barrier (Akinosho, et al., 2020; Hodorog, Petri, Rezgui, & Hippolyte, 2020). Kattuah (2013) argues that the issue with most of the training in KSA is the effectiveness of the training, mainly due to a lack of cultural understanding by the trainers. Hence, the trainer used inconsequential on the effectiveness of the training. This indicate that construction organizations need to be able to capture the tacit knowledge of its employees and to do this effectively; it is argued that management needs to involve and engage employees fully in the activities of the organization.
This is because, various factors cause poor labor productivity in the industry. One critical factor may be the comparatively slow pace in adopting TNA compared to other sectors (Peiró, et al., 2020) at the right time. The fact that each construction project is unique regarding budget, schedule, specification, and project team stakeholders can make adopting TNA difficult, hence the need to have a perceived organizational support in carrying project task. However, in recent years, more construction companies have started to introduce and adopt TNA due to changes in technologies in their projects. Advances in technology have many benefits, and one of the most often cited advances is the ability to enhance overall productivity (Radzi, Bokhari, Rahman, & Ayer, 2019). Therefore, identifying approaches like perceived organizational support to improve the chances of having a successful technology adoption is crucial. It is, therefore, necessary to see to what extent the construction firms assess the right support from the project management stakeholder before training takes place. At the same time, this could affect the organizational effectiveness. Hence, this present study argues that perceived organizational support is paramount, thereby, reduce the effect of resource constraints, budget overrun, rush up projects, and project delay, and inefficiency as some of the common characteristics of Saudi construction organizations.
This study would determine TNA at different level namely (Organization, Team and Individual) on organizational effectiveness and also determine if perceived organizational support have avarying significant in strengthening the effect of TNA on organizational effectiveness at different levels. These factors are considered as contingent factors, hence the study will also support with the contingency theory and studies of this nature about training is limited. Thus, this would aid in the extension of the contingent theory in the field of training. This study would also contribute to the theory of resources view by indicating the perverseness of intangible resources of training need analysis on construction firm in emerging economics like Kingdom of Saudi Arabia. Furthermore, as argued earlier, limited studies are linking the Training needs analysis of individual, team and organization with organizational outcomes, therefore, this study is aimed at filling that gap.
This study contributes to the organizational effectiveness literature by advancing our understanding of the complex relationships among outcomes from construction decision-making leading to competitive advantage. Although different scholars have suggested that sustained competitive advantage can be gained from either efficiency or effectiveness (e.g., Chakraborty, & Biswas, 2020; Cao, Wang, Berkeley, & Tjahjono, 2021), such interrelationship has not been specifically modeled or tested in the literature using TNA on organizational effectiveness. The present study may be among the first to have hypothesized and empirically confirmed that perceived organizational support moderates the relationship between TNA at different levels and organizational effectiveness. This casts fresh light on refining our understanding of extant Training research.
Literature Review and Hypotheses Development
According to Altarawneh and Aseery (2016), Arab organizations, particularly the Kingdom of Saudi Arabia, are plagued by a lack of focus on training as a vital organizational function. Furthermore, in their case study of a company in the education sector, they discover the lack of TNA is detrimental to the success of the organization (Altarawneh & Aseery, 2016). This argument embeds the issue on the perception of the training utility which refers to the decision made on training would lead to the trainee applying what he has learnt and therefore, making the training effective. Similarly, Ehrhardt, Miller, Freeman and Hom (2011) argue that perception of training utility is when an employee has an impression of the extensiveness of training and development opportunities offered to him by the firm and he could apply what he has learnt. It has been documented that the number of accidents and fatalities is increased by the poor training and lack of proper training needs (e.g. Mosly, 2020; Umar, 2021).
As noted by Pinto et al., (2011) and Tam et al., (2004), among others, accidents occurs due to inadequate training or lack of training, as well as workers’ fatigue. Similarly, only a few construction workers and contractors have been provided with systematic safety training. Therefore, Dada and Jagboro (2015) recommend that construction workers should provide necessary training especially in KSA where accidents ratio is higher than that of any sector and other countries. Despite this, the crane accidents with a high number of fatalities during pilgrimage in 2015 remained as a sensational news in the world. The accident has been attributed to training deficiency. Hence, Mosly (2015) stresses on the opinion that it becomes necessary for KSA to impose the presence of qualified safety personnel with a qualification or basic training on safety in every construction project. He also recommends that safety training courses by recognized institutions to develop professional personnel skills should be provided in the construction industry in KSA.
Organizational Effectiveness
The concept of an organization's success in accomplishing the outcomes it seeks to achieve is known as "organizational effectiveness." Concerns about ethical and environmental negligence are on the rise as a result of growing polarization and uncertainty around globalization. This inquisitiveness about business and society, and in particular the progress of digitization, will have an effect on the research on the efficacy of organizations. This macro setting necessitates a reexamination of concepts like adaptability, talent, and organizational agility (Holbeche, 2018). An organization's ability to perform well is closely related to a number of factors. Organizational design and structure; measurement and scorecard design; change and transformation implementation; smart technology deployment; and a larger Human Resources agenda are all included in this category of activities. Human resource management methods have been shown to have a direct impact on the productivity of an organization (Anwar, & Abdullah, 2021).
Economic growth would be impossible without the construction industry. Infrastructure that isn't updated to accommodate a rapidly expanding population means that the built environment is ill-suited to the needs of the people who live and work in it (Deloitte 2021). If a company has defined procedures and programs, then organizational effectiveness includes both the organization's external performance and the numerous internal performance factors, according to Anwar, & Abdullah, (2021). For the most part, the results are associated with more efficient or effective operations and other external indicators that are not solely related to economic evaluation by shareholders, managers or clients. When it comes to construction projects, the following phases are involved in the management process:
Training Need Analysis
Working in today's changing workplace, when new technology and flexible working methods are becoming more common, effective TNA is more important than ever before. For each successful training program or event, the first step is to determine what the participants need (Rajitha, Krishna, & Scholar, 2019). It's no secret that companies rely on their staff, who are regarded as their most valuable assets. Organizations can achieve long-term success by focusing on developing and retaining high-quality workers (Madhani, 2022). In order for a business to maintain a competitive advantage, it must be able to regulate the employee's skills, attitude, and knowledge. Employees' skills and knowledge must be improved in order to reap benefits from the profitable training investment, which necessitates a well-planned training program (Sindhwani, & Saxena, 2021).
When it comes to learning and development, there are four stages: determining the training's needs; planning; conducting; then conducting evaluation. The majority of academics agree that these four steps are essential for training to be effective (Balderson, 1999; Daniels, 2003). The term "training need analysis" refers to the first of these four steps: identifying training requirements (TNA). A key part of the whole training process, this phase is critical to its success. Organizational priorities, duplication of work, and economies of scale are all taken into account while implementing TNA or TNA in a methodical fashion. Instead of relying on the subjective judgement of managers, all possible trainees should be included in the process (Rajitha, Krishna, & Scholar, 2019).
Human resource management (HRM) and organizational performance have been increasingly intertwined during the last decade (Jehanzeb, Rasheed & Rasheed 2013; Bin Arshad et al., 2015). In addition, a number of studies have looked into the relationship between TNA and organizational performance. An organization's performance is positively linked to HRM practices including staff training, according to the study's findings (Jehanzeb, Rasheed & Rasheed 2013; AL-Qudah, Osman, Ab Halim & Al-Shatanawi 2014; Bin Arshad et al., 2015). TNA is a critical HRM activity, which is often characterized as "a thorough research and analysis into an organization's present and desired performance levels, focusing mainly on the ability of its personnel and their support networks (Bin Othayman, Mulyata,Meshari, & Debrah, 2022). Training may not meet the needs of the company or the personnel if it is not properly implemented through organizational support. That’s why this study regard POS as an interacting variable to influence the Training Needs at different level of an organizations. With this the following hypotheses were developed
H1 Training needs analysis at organizational level have an effect on organizational effectiveness.
H2 Training needs analysis at team level have an effect on organizational effectiveness.
H3 Training needs analysis at individual level have an effect on organizational effectiveness.
H4 Perceived organizational support have an effect on organizational effectiveness.
H5 Perceived organizational support have a positive and significant moderating effect of Training needs analysis at organizational level on organizational effectiveness
H6 Perceived organizational support have a positive and significant moderating effect of Training needs analysis at team level on organizational effectiveness
H7 Perceived organizational support have a positive and significant moderating effect of Training needs analysis at individual level on organizational effectiveness
This relationship is depicted in the conceptual framework below
Training Need Analysis
Methodology
This study covers all the construction sectors of Kingdom of Saudi Arabia, because the Kingdom of Saudi emphasizes on exploring the building blocks of TNAs. Distinguishing between domestic demand and need for training for constructions firms to specific forms of organizational effectiveness in the constructions companies of KSA. The reason why this study choose KSA construction industry is based on the fact that, the KSA is now changing it economy from oil to non-oil. In concert with nature, for instance, the country is divesture to THE LINE which is a new 170 kilometre belt of hyper-connected communities. According to the Saudi Crown Prince Mohammed bin Salman, Chairman of the Board of Directors of NEOM, "THE LINE" is a new blueprint for the future of urban communities that ensures balance with nature. The towns would be powered by AI to learn and improve the lives of people and companies (Al-Arabiya, 2021). The KSA building industry requires a training requirements study. The unit of analysis is the construction workers in the construction companies. The independent variable is the training need analysis, measure with three elements (TNA at Organizational Level, TNA at Team Level and TNA at Individual Level) while perceived organizational support is the moderator and organizational effectiveness proxy by organization outcomes is the dependent variable of the study.
To validate the study measurement scales, this study conducted a principal component analysis (PCA) (Tabachnick & Fidell, 2007). The construct training need analysis at organizational level has 5 items, at team has 5 items, at individual level has 5 items, while perceived organizational support has 8 items and organizational effectiveness has 6 items. The results of the (PCA) showed that five items have low coefficients in the correlation matrix, (POS 6, POS 7, POS 8 and OE 6).
After deleting those items with low loading, the study validates the measurement scale and confirm the unidimensionality of “TOL” with a KMO (Kaiser–Meyer–Olkin) equal to 0,702, TTL have KMO is 0.721, TIL have KMO value of 0.667, while POS and OE have KMO value of 0.779, and 0.839 respectively. In a second step, the study used the PLS software (Ringle et al., 2015) to check the reliability of the measurement scales. PLS allowed us to calculate Cronbach’s Alpha coefficient of each variable. The results indicate that the items are homogeneous. Then, the study concludes about the reliability and unidimensionality of the measurement scales.
Result and Discussion
This study tests the significant of the individual, moderator and dependent variable. Using both the path and structural modelling using PLS-SEM v3.2.9
Data Analysis Measurement
This study uses structural equation modeling (SEM) which has an advantage on related hypothesis regarding sample size (Frazier et al. 2004) and based on identifying the causal relationship between the two variables (Baron & Kenny 1986). The hypotheses are tested using PLS and confirmatory factor analysis (CFA). Because of the limited sample size, this approach is more accurate (Jöreskog & Wold, 1982). Measurement/outer loading is covered in this section. Latent variables and their indicators are part of the SEM model, which explains the relationships between them (Becker et al. 2012). On the other hand, the loadings are used to estimate the outer model parameters (Ringle et al. 2012). As depicted in Figure 1, a path model:
Figure 1 Path Model
It can be seen from figure 1 that the loadings of corresponding indicators or items for the constructs are shown, and as a result, it is stated as having reliability and validity, as well as discriminates validity.
Reliability and Validity
This study uses internal consistency composite reliability (CR) to ensure the accuracy of the designed first-order reflective constructs and factor loading to evaluate the reliability of each item. These procedures were carried out in order to ensure the accuracy of the designed first-order reflective constructs (Nunnally 1994). In addition to this, it applies the average variance extended (AVE) test so that the construct's validity can be determined. All of the informative indicators had factor-loading values that were greater than 0.4, as shown in Table 1. It reaches the target value, which is corroborated by findings from a number of different investigations (Hair et al. 2011). As shown in Table 1, the results of the constructions have attained the target level of composite reliability (CR) of at least 0.7 and have obtained an acceptable AVE value of at least 0.5.
Table 1 Constructs Reliability and Validity
|
Items |
Loadings |
|
CA |
CR |
AVE |
|
OE1 |
0.671 |
0.815 |
0.869 |
0.573 |
|
|
OE2 |
0.763 |
||||
|
OE3 |
0.771 |
||||
|
OE4 |
0.866 |
||||
|
OE5 |
0.699 |
||||
|
POS1 |
0.837 |
0.748 |
0.831 |
0.503 |
|
|
POS2 |
0.74 |
||||
|
POS3 |
0.725 |
||||
|
POS4 |
0.731 |
||||
|
POS5 |
0.426 |
||||
|
TIL1 |
0.931 |
0.943 |
0.956 |
0.814 |
|
|
TIL2 |
0.925 |
||||
|
TIL3 |
0.905 |
||||
|
TIL4 |
0.849 |
||||
|
TIL5 |
0.905 |
||||
|
TOL1 |
0.941 |
0.886 |
0.908 |
0.697 |
|
|
TOL2 |
0.878 |
||||
|
TOL3 |
0.838 |
||||
|
TOL4 |
0.878 |
||||
|
TOL5 |
0.596 |
||||
|
TTL1 |
0.831 |
0.854 |
0.875 |
0.639 |
|
|
TTL2 |
0.83 |
||||
|
TTL3 |
0.596 |
||||
|
TTL4 |
0.878 |
||||
|
TTL5 |
0.83 |
|
|
|
|
The loadings of the various objects on their corresponding constructs are shown in Table 1, and it can be seen that all of the loadings are more than 0.4. In addition, the tables demonstrate that Cronbach's Alpha (CA) and composite reliability (CR) are both greater than the cutoff value of 0.7, and that the Average Variance Extracted (AVE) value is greater than the recommended value of 0.5.
Discriminant validity
The validity of the discriminants explains how the many variables in the study can be differentiated from one another. According to the findings of the study, which are presented in table 2, the Heterotraits-Monotraits Ratio was used.
Table 2 Discriminants Validity Heterotraits-Monotraits Ratio Criterion
|
ORG-EFF |
POS |
TRA-ORG-LEV |
TRN-ID-LEV |
TRN-TM-LEV |
|
|
ORG-EFF |
|||||
|
POS |
0.723 |
||||
|
TRA-ORG-LEV |
0.861 |
0.784 |
|||
|
TRN-ID-LEV |
0.738 |
0.841 |
0.824 |
||
|
TRN-TM-LEV |
0.324 |
0.335 |
0.504 |
0.591 |
The validity of the discriminants is demonstrated by HTMT in Table 2, which pertains to the study's variables. It shows that none of the correlations between the various loadings are greater than 0.9, which is the minimum acceptable value. Thus, the study satisfies this discriminants validity criterion and hence all the variables are having a good fit.
R Square
The amount of variance in the endogenous constructs can be demonstrated through the use of the coefficient of determination, or R2. It suggests that the cutoff value of 0.25 (considered to be low), 0.5 (considered to be moderate), and 0.7 (as substantial respectively). As a result, the R square value for the study can be found below.
Table 3 Coefficient of Determination
|
R Square |
|
|
|
|
R Square |
R Square Adjusted |
|
Organizational Effectiveness |
0.623 |
0.612 |
Table 3 show the R Square value, however, it is acceptable when the R2 value is less than 0.19 (Chin 1998). Table 3 shows that the R2 value is 0.623.Therefore, it explains the 62% of the variation in independent variables of the model.
4.3. Assessment of Structural Model/Inner Loading
This subsection provides information regarding the evaluation of the structural model. In addition to this, it finishes the structural equation modeling (SEM) process, which describes the correlations between the latent variables that constitute the SEM model (Chin, 2010). The results of the tests of hypotheses are displayed in Figure 2, along with the results of the bootstrapping analysis of the direct relationship between the study's independent variables and the dependent variable. The outcome of the examination of the hypotheses can be found in table 4 below.
Table 4 Test of Hypotheses
|
|
Original Sample (O) |
Sample Mean (M) |
Standard Deviation (STDEV) |
T Statistics (|O/STDEV|) |
P Values |
Decision |
|
TRA-ORG-LEV -> ORG-EFF |
0.61 |
0.611 |
0.052 |
11.694 |
0.000 |
Supported |
|
TRN-TM-LEV -> ORG-EFF |
-0.188 |
-0.183 |
0.043 |
4.4 |
0.000 |
Supported |
|
TRN-ID-LEV -> ORG-EFF |
0.277 |
0.27 |
0.064 |
4.343 |
0.000 |
Supported |
|
POS -> ORG-EFF |
0.173 |
0.175 |
0.049 |
3.539 |
0.000 |
Supported |
|
TGL*POS -> ORG-EFF |
0.081 |
0.079 |
0.039 |
2.093 |
0.037 |
Supported |
|
TTL*POS -> ORG-EFF |
-0.047 |
-0.047 |
0.039 |
1.2 |
0.231 |
Not Supported |
|
TIL*POS -> ORG-EFF |
0.063 |
0.061 |
0.04 |
1.596 |
0.111 |
Not Supported |
Table 4 presents the bootstrapping approach that was used to test the hypotheses and evaluate the significance of the relationships between the constructs (Henseler et al. 2015). The table elucidates further that all of the model's constructs have a critical value of 1.96 for the two-tailed test at a significant level of p 0.05. Further provides a concise summary of the evaluation of the link between the constructs (endogenous and exogenous). The findings demonstrate that,
H1: Training at organizational level have positive and significant influence on organizational effectiveness (β = 0.61, t-value 11.694 and P value = 0.000).
The path coefficient value of Tra-Org-Lev->Org-Effof 0.61, meaning that the training needs for the organizational level with organizational effectiveness has a positive effect. Thus, hypothesis 1 is supported. According to the study's findings, the better the implementation of the training needs for the whole construction employee at the organizational level, the greater the influence on organizational effectiveness. Improving organizational effectiveness is an unavoidable option due to the considerable influence it has on construction sector success (Tariq,&Rehman, 2020). Training needs at the organizational level can predict organizational effectiveness because the needs for training in the whole organization allows better connections at various work schedules, which can reduce construction delays and improve scalability of the constructions responsibilities (Shrivastava,Jain, & Pathak, 2021). Training needs at the organizational level prioritizes internal consistency of construction functions that are aligned with the company's strategy. TNA at organizationallevel leads to policies that influence behavior so that it has an impact on the unit or organization, in contrast to HRM practices that only focus on performance. The benefits of implementing TNA are that it can increase job satisfaction and increase employee productivity and employees are better able to make better decisions (Olufayo, & Akinbo, 2021). This is backed by studies undertaken by Bin Othayman, et al., (2022) the findings of which show that TNA at an organizational level have a favorable influence on organizational effectiveness. According to the findings, Tra-Org-Levhad a favorable impact on organizational effectiveness. Improving organizational effectiveness is an unavoidable option due to the considerable influence it has on construction success for both small and large firms.
H2: Training at team level have negative and significant influence on organizational effectiveness (β = -0.188, t-value 4.4 and P value = 0.000).
Original sample Trn-Tm-Lev->Org-Eff of -0.188, meaning demonstrated that the training need at the team level in relation to organizational effectiveness had an inverse relationship negative and significant effect as a result, Hypothesis 2 is confirmed. This result come with a surprise, because It is important to keep in mind that the effectiveness of an organization can be impacted by a wide variety of other factors in addition to training at the team level, particularly in the case of construction companies. In addition, there is a possibility that there are intricate connections between the organization's training needs and its other resources, such as its technological capabilities, which are beyond the purview of this work. Because of this, the findings of this study suggest that additional research should try to measure the complementary influence of internal and external factors on the effectiveness of organizations, just like the perceived organizational support that was used in this study. This is not in line with others study like Kodur, Kumar, and Rafi, (2019) which found that training at team level reduce hazards and discovered assessment and strategies that enhance organization efficiency.
H3: Training at individual level have positive and significant influence on organizational effectiveness (β = 0.277, t-value 4.343 and P value = 0.000).
The path coefficient shows that training needs at the individual level is positive and significant on the organizational effectiveness as a result the hypothesis is supported. On the other hand, activities like on-the-job training can't be considered to contribute to a needs assessment; rather, they are more likely to improve workplace efficiency (Olufayo, & Akinbo, 2021). Because of this, one may make the case that they should not, strictly speaking, be included in the training needs analysis. As a result, there is a requirement for the reformulation of this approach to training at an individual level in construction companies. This is necessary due to the fact that individual expertise, technical skills, and competencies are very important in the type of organization that construction companies are. The findings of this research make it more clear than ever before that conducting training needs analysis in construction companies would benefit from having access to a more comprehensive set of metrics for evaluating economy, efficiency, and effectiveness. In spite of this, there is little question that training needs analysis on an individual level plays a significant part in the ongoing improvement of organizations. This idea was backed by the work of Aldrin and Utama, who conducted research in this area (2019).
H4: Perceived organizational support have a positive and significant effect on organizational effectiveness (β = 0.173, t-value 3.539 and P value = 0.000).
Perceived Organizational support (POS) is an effort that can give appreciation, attention, and increase welfare to every employee in accordance with the contribution given by the employee to the company. POS has a favorable impact on organizational effectiveness, including helpful conduct and organizational behavior (Hossin, et al., 2021). With the support from the construction company to its employees, of course, employees will not leave the company, because employees already have a strong sense or emotional bond with the company where they work. Research conducted by Kusi, Zhao, and Sukamani, (2021) indicates that POS enriches empirical evidence to understand the linkage between cooperate social responsibility and POS in staff-level employees in the construction area. This research contends that in order to retain a healthy and productive workforce, construction companies should develop policies and practices that provide the most help to workers. Positive impact was found between perceived organizational support on organizational effectiveness. This study emphasizes the need of construction companies establishing strategies to encourage positive work attitudes and increase perceived organizational support so it can improve the organizational effectiveness.
H5: Perceived organizational support have a positive and significant moderating effect between training at organizational level and organizational effectiveness (β = 0.081, t-value 2.093 and P value = 0.037).
The path coefficient is +0.081 based on the results of the indirect study. Because the path coefficient value is positive, it is possible to conclude that the variable training at organizational level has a positive and substantial influence on organizational effectiveness with a perceived organizational support. Thus, the hypothesis H5 is supported. Training needs at organizational level leads to training at a policies level that influence behavior so that it has an impact on the whole construction unit or organization. The benefits of implementing TNA in the whole organization are that it can increase job perfection and increase construction effectiveness. Perceived organizational support assures the organization's availability of assistance to support employee training needs analysis in order for them to have a training needs assessment and deal with difficult construction situations. As a result, the larger the work effectiveness, the better the training at organizational level that is supported by Perceived Organizational Support (POS). The findings of this investigation are supported by studies by Kusi, Zhao, and Sukamani, (2021).
H6: Perceived organizational support have a negative and insignificant moderating effect between training at team level and organizational effectiveness (β = -0.047, t-value 1.2 and P value = 0.231).
This result show that POS was able to reduce the negative interacting influence and reverse the inverse relationship of training need analysis at team level on the organizational effectiveness. This might be as the result of likelihood of the effect of POS has on different level in an organization. According to the results, demonstrating a connection between training needs analysis performed at the team level and the overall effectiveness of the organization is still difficult. However, this difficulty can be overcome through a combination of innovative TNA research, careful TNA design of measures, and persistent data collection from both small and large construction firms. This study is with the opinion that there might be a statistical difference between the small and large construction firm, and hence the need to separately subject more research on the two type of organization training need assessment. Despite, the contribution of POS on the relationship still its argue that organizational support at team level of different type of setting like the one this study employ indicates the readiness of firms to situate different type of support inclusive of social, justice and trust in dealings with construction matters. This result might support different POS contribution to body of research like (Manoharan, et al., 2020)
H7: Perceived organizational support have a positive and insignificant moderating effect between training at individual level and organizational effectiveness (β = 0.063, t-value 1.593 and P value = 0.111).
The path coefficient is +0.063 based on the results of the moderating effect. Because the path coefficient value is positive, it is possible to conclude that the variable training at individual level has a positive and substantial influence on organizational effectiveness with a perceived organizational support, though the relationship shows non-significant. Thus, the hypothesis H5 is not supported. Training needs at individual level of construction firm in the study area indicates that the training needs of employees are varies hence, training needs analysis has an impact on the individual capacity to specialized on different needs of construction work responsibilities. The benefits of implementing TNA at an individual level is paramount based on the result of the study, this because it will lead if employees feel that there is support from the company and the support provided is in accordance with the norms, desires, and expectations of employees, then employees will naturally have a commitment to fulfill their obligations to the company. That’s is why perceived organizational support will come inn to ensures the organization's gives adequate training development to support employee training needs analysis in order to be efficient in different construction methodologies such as PRINCE2, PMPBOK and Lean Constructions. As a result, all employees at the construction units, site and organization either small and large need Perceived Organizational Support (POS). The findings of this investigation are supported by studies by Eisenberger, Rhoades Shanock, andWen, 2020).
Conclusion
The following conclusions may be formed based on the findings of this study's analysis and discussion: 1) Training needs analysis at three level; organizational, team and individual boosts organizational effectiveness of construction firms. 2) That organizational effectiveness of construction firms is also improved by perceived organizational support. 3) A Training needs analysis at three level; organizational, team and individual boosts organizational effectiveness by increasing interaction of perceived organizational support. For further research, it is recommended not only to conduct research in construction sector but on others intermediary organization in relation to the construction work that have almost the same characteristics, so that the results can be used as a reference in improving organizational effectiveness in various constructions firms in the Kingdom of Saudi Arabia.
Theoretical Considerations
The literature review identified the theories as to what factors may result in improved organizational effectiveness. The results, in general, tend to support this in particular why TNA and POS appear to be important in the study area. Since the organizations in question are human that require team work to operate heavy machines and using different methodologies, it should be of no surprise that the management of this key resource need TNA (as in resources-based view person-fit-theory and Contingency theory), especially important in constructions services, should be important for organizational effectiveness. However, the utilization of TNA in different level was confirm in this study as a key in defining the theoretical understanding of persons that fit or team fitness or the whole organizations that needs training needs in association with organizational effectiveness. This may be because they are only (effectively) deployed by the needs of the construction organizations in meeting construction budgets, scale and benefit as well the key to the effective utilization of TNA via organizational support. The study shows that KSAs from broad training have gradual results while KSAs from targeted training have rapid results. This aligns with the Person-Fit-theoretical Theory's claims. Further, the study has shown that more specific training is a resources for the firm and this support the resources-based view which may not be transferable in the long run as stated by the Contingency Theory but that more general training is more transferable as stated by the Person-Fit-Theory and this is also in line with Kristof, (1996) propositions. According to the findings, more comprehensive training improves flexibility and broadens potential ‘doings and beings'. The study also links this to perceived organizational support. Thus, this study has significant practical consequences.
Practical Considerations
An important part of the impetus for this research was to provide a means to identify what construction organizations can do in order to improve their effectiveness. So, will implementing a TNA with POS improve organizational effectiveness of construction firms? In practices, from the result of this study, it revealed that at different level in the construction firms Training Needs Analysis is essential. For instances, the availability of the construction firms to apply training needs analysis for their organization resulted in improved effectiveness by almost 61 percent. Meaning that in aggregate when the construction firm deploys TNA in the whole organizations, there is tendencies that organization policies and objective will be achieved and reduce the likelihood of delays in construction completion and risk of default in construction work. Which is inevitable will affect the organizational performance at the long run. Unlike the team level with (19) percent and the individual level 28 percent where the needs for training varies, which indicates the construction firms whether small or large need perceived organizational support to influence the organizational effectiveness as the result confirmed. But the study's findings should be treated with care. The sort of training measure utilized has been a major source of debate and discrepancy. As a result, previous research has failed to establish how training needs analysis at various organizational levels affects organizational effectiveness (e.g. at organizational, team and individual level). However, it is unclear what about training demands at different levels makes it more or less likely to be associated to organizational effectiveness. I found no evidence in the literature that some training needs measurements are better suited to forecasting organizational outcomes than others at those levels, probably because researchers choose to use existing measures like archive data rather than outcomes that are logically related (Tharenou et al. 2007).
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