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International Journal of Academic Research in Business and Social Sciences

Open Access Journal

ISSN: 2222-6990

The Impact of Training on Developing the Performance of Human Resources: A Case Study of the Ministry of Agricultural Wealth, Fisheries and Water Resources

Ibrahim Ali Masood Almuqimi, Issa Khan, Mohammed Abdulwahab

http://dx.doi.org/10.6007/IJARBSS/v15-i1/24165

Open access

The study aimed to investigate the effects of training on enhancing human resource efficiency at the Ministry of Agricultural Wealth, Fisheries, and Water Resources in the Sultanate of Oman. Employing a descriptive and analytical research design, the study was carried out on a purposefully selected random sample of 100 Ministry employees, and data was gathered through a self-developed questionnaire. The findings highlighted that the reality of the training process in the Ministry had a high degree of support for the assessment of training needs and support from the administration. However, the planning and the implementation of training were realized to be of a moderate level. Furthermore, the study showed that the challenges of training in the Ministry were also of a moderate level. The research established that training positively enhances the human resource department's performance. In light of these findings, the study suggests that more emphasis should be placed on training activities before employment, during service, within the workplace, or elsewhere. It also recommends that the Ministry of Agricultural Wealth, Fisheries, Water Resources, and Resources collaborate with the Ministry of Education to review legislation, laws, and regulations. This coordination ensures the parity between educational and training programs to fit future plans and difficulties.

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Almuqimi, I. A. M., Khan, I., & Abdulwahab, M. (2025). The Impact of Training on Developing the Performance of Human Resources: A Case Study of the Ministry of Agricultural Wealth, Fisheries and Water Resources. International Journal of Academic Research in Business and Social Sciences, 15(1), 420–437.