MBA Thesis Research Submitted to the Faculty of Business Administration in Partial Fulfillment of the Requirements for the Degree of Masters of Business Administration

Abstract

Training is one of the key elements that directly helps organizations to achieve their goals and ensure their continuity in a competitive and always changing work environment. Organizations all around seek to achieve excellence in performance and improve their competitive capabilities by improving their human resources management. Organizations now desperately need investing in the capacity of their employees to guarantee keeping pace with global developments and improving productivity and innovation given the fast advancement of technology and ongoing changes in the political and economic scene. Many studies show that investing in training not only improves the quality of individual performance but also influences the degree of institutional productivity in general since it helps to lower operational errors, increase employee satisfaction, and raise the efficiency of operational processes. Financial restrictions, erroneous evaluation of training needs, and a lack of trained human resources to effectively execute training programs, however, present major obstacles for some companies trying to put good training programs into operation. By means of an analysis of the link between training programs and employee efficiency, this study emphasizes the need of training in enhancing employee performance in the financial sector in Lebanon, based on these statistics, with an emphasis on the impact of training on productivity, job satisfaction, and achieving institutional goals. The study intends to offer a scientific and analytical framework that enables institutions to create efficient and sustainable training plans, therefore strengthening their competitive edge and helping them to improve organizational performance. The study depends on the descriptive analytical approach to investigate the effect of training programs on employee performance in Lebanese financial institutions, where a mixed approach was followed that combines quantitative and qualitative analysis, and data was gathered from many sources to guarantee the accuracy and dependability of the results in order to reach these goals. Apart from personal interviews with managers in the financial services sector to acquire a better knowledge of the difficulties confronting training, data sources comprised questionnaires targeted to employees of financial institutions in Lebanon with the aim of measuring the impact of training on productivity and job satisfaction. Before and after training initiatives, institutional performance reports were also examined; past research on the effects of training on institutional efficiency in comparable work situations was also consulted. The findings of the questionnaires were examined using descriptive and inferential statistics, so gauging the correlations between the variables. Additionally used was trend analysis to evaluate employee efficiency's temporal change following training courses. After employees underwent specialized training courses in their fields, the rate of improvement in productivity reached 27% thus employees who received intensive training recorded higher levels of performance than those who did not participate in any training programs. The study also showed that as it enables trained workers to handle jobs more efficiently and lowers the probability of repeating mistakes, continual training helps to drop operational error rates by 35%. After undergoing specialized training, 75% of the study participants acknowledged their happiness with the workplace, underlining that the training helped them to feel more of an organizational member and inspired them to perform better. Furthermore, workers who had frequent training possibilities were more likely to remain in their positions for extended lengths of time, therefore lowering employee turnover rates and improving organizational stability. This study validates the great benefits of training for raising employee performance and raising output in financial institutions. According to the findings, investing in human resource development improves operational efficiency, raises employee happiness, and lowers error rates at work, thereby benefiting both the individual and the company levels. Adopting a systematic and orderly approach would assist institutions maximize the benefits of training programs despite any challenges in their execution. Financial institutions in Lebanon can improve their competitiveness and realize sustainable development in a dynamic work environment by creating efficient and sustainable training strategies.

Chapter One

1.1 Introduction:

Organizations all around are aiming for success and outcompeting those in the same field. Organizations must so acquire and make good use of her human resources if they are to do so. Companies should be more realistically conscious of their need to maintain current human resources [1]. In this regard, managers should especially focus on all the fundamental aspects of human resource management since they are crucial in many organizational, social, and economic spheres among others that affect the achievement of the organizational goals and so ensure the successful continuation of organizations on the market. Thus, this paper continues to address one of the main purposes of human resource: training, employee performance, and how the former influences the latter [2].

1.2 Background of the Study

Organizations are encountering heightened competition because of globalization, technological advancements, and shifts in political and economic landscapes (Evans, Pucik & Barsoux 2002, 32) [3]. Consequently, these organization s are compelled to provide training to their employees as a means of equipping them to adapt to these changes and thereby improve their performance. Ignoring the substantial evidence of knowledge expansion in the commercial corporate world over the past decade is unwise. This expansion has been driven not simply by technological advancements or a mix of production elements, but also by increased focus on developing the human resources within organizations [4]. Therefore, it is the obligation of every organization to improve the job performance of its employees, and the implementation of training and development is a crucial step that most companies must take to accomplish this [5]. Given the importance of employees as a valuable asset, it is necessary to maximise their contribution towards the company's objectives and goals in order to maintain a high level of performance. Managers must ensure that there is a sufficient number of workers who possess both technical and social skills, and who are capable of advancing their careers in specialised departments or management Roles (Afshan, Sobia, Kamran & Nasir 2012, 646) [6]. The question that frequently arises is the significance of human resources. Considering that human resources are the intangible assets of the company, employees serve as a valuable means of attaining a competitive edge (Houger 2006). Training is the sole method of enhancing the organization's intangible assets by cultivating employees' skills and abilities. To achieve success. Organization s must acquire and efficiently utilize human resources. Organization s must align their human resource management with their organizational structure to effectively achieve their aims and objectives. Furthermore, it is crucial for organization s to support their workers in acquiring the requisite skills and enhancing their dedication. Managing human resources in Lebanon poses significant challenges due to the scarcity of suitable candidates in most organization s. This could be attributed, in part, to many issues such as political instability, corruption, bureaucratic inefficiency, inadequate infrastructure, limited education levels, and low purchasing power. (Kamoche, 2002:994-995).

1.2 Problem Statement

Although organization s are increasingly impacting the training of their employees, there is a lack of literature on human resource progress issues in developing countries (Debrah & Ofori 2006, 440). Additionally, there is growing concern among organizational customers regarding the low quality of services in the financial services sector. is important to mention that although there is a lot of information available about the economics of training in developed countries, there is a lack of studies on training-related issues in less-developed countries. The previous research on this topic (Harvey 2002; Harvey, Matt & Milord 2002; Jackson 2002; Kamoche 2002; Kamoche, Debrah, Hortwiz & Muuka 2004; Kraak 2005) has primarily focused on general human resource management (HRM), leaving a gap in understanding the impact of training on employee performance. This study aims to narrow the existing gap in the literature and provide a foundation for comprehending many areas of human resource management, specifically focusing on training, in Lebanon.

1.3 Purpose of The Study

Therefore, the study's goal is to investigate how training affects the work performance of employees in the financial services field in Lebanon. The study's findings are likely to help highlight the ways in which human resource training may benefit organizations as well as their employees' career growth. Overall, the results pave the way for enhancing human resources required for the competitive performance of organizations operating in the same line of business as the sample companies in Lebanon's financial services industry.

1.4 Significance of The Study

Enriching the field of research on the impact of employee training on their performance level.

This research serves as a starting point from which researchers can launch complementary studies and investigations. The importance of this research also highlights the possibility of benefiting from it in other branches of Bank of Lebanon and the Middle East in Lebanon, taking into account. The difference in the training content provided in those branches.

1.5 Method of The Study

This study applied a quantitative method. The quantitative method is used in the study, when the researcher aimed to obtain empirical data by questioning direct respondents. However, the quantitative method is useful when the researcher tries to collect and analyze numerical data. It is also built more on creative plans and data results more willing and contented to realize. This description states that the quantitative method is mediator than other methods for analyzing numerical data. Whereas, it shares large amounts of data and figures. Therefore, a viable method of this study is quantitative.

1.6 Hypothesis of The Study

The study problem is the lack of leaders, and managers conscious regarding the significant role of active training strategies, programs, useful training materials that develop employees' skills, and abilities to improve organizational performance and achieve organizations goals effectively (Abdullah et al., 2020; Othman et al., 2020).

Therefore, this study emphasizes the effect of some factors indicating the effectiveness of training in developing employee abilities. The study attempted to answer the main research question: To what extent does training develop human resources' skills and abilities. The study hypotheses are about training relational impact on human resources development.

1.7 Research questions

This research attempts to answer the following main question

• What is the impact of training on employee performance at Bank of Lebanon and the Middle East?

This question branches out into sub-questions, which this research also attempts to answer

• What is the reality of training in the Bank of Lebanon and the diaspora and its expected impact?
• What is the performance level of employees at Bank of Lebanon and the Middle East?
• What are the strengths and weaknesses in each of the dimensions (identifying training needs, training content, evaluating the training process)?
• -
• What are the strengths and weaknesses in the performance of trainee employees?
• Does training vary according to the personal characteristics of the research sample?
• How does training impact employee performance?

1.8 Population and Sample

In this study, the sample consists of employees at Bank of Lebanon and the Middle East, numbering around 100; however, since this study examines the role of training in the development of human resources. We conducted a survey of those working as bank managers, financial managers, bank president secretaries, investment managers, branch managers, Sharia compliance managers, IT experts supporting online banking services, assistant managers, and senior staff. Therefore, the study sample consists of (30) managers, (20) assistant managers, and (50) employees who voluntarily participated in the survey.

1.9 Scope and Limitation

This study may not be without limitations, as there are insufficient relevant and essential resources, in addition to written documents on training strategies and programs. Therefore, the researcher faced some challenges. However, respondents often faced difficulty in providing the necessary information. As a result, it has become difficult to determine the actual situation. The respondents did not wish to answer all the questions, as they were busy with their routines and professional tasks. Therefore, a larger survey sample size may have led to better results for generalizing the findings. Therefore, future studies should focus on larger groups and samples, such as manufacturing companies..

1.10 Definition of key concepts

Human resource management refers to the strategic management of an organization's workforce, with the aim of fostering their growth and development (McCourt & Eldridge 2003, 2). This is done to ensure the effective achievement of the organization's objectives and goals.

• Human resource development refers to the merging of individual, career, and organizational development responsibilities with the aim of attaining optimal productivity, quality, opportunity, and satisfaction for members of an organization as they strive to meet the organization's goals (Pace, Smith & Mills 1991, 6).
• Training is a deliberate and organized activity that leads to improved ability, knowledge, and competence required for effective work performance ((Otman, Mustafa, Abdullah, & Sadeq, 2020)
• Identifying training needs: It is a way to determine whether there is a need for training, and if so, what training is required to bridge the gap. It seeks to accurately determine the levels of the current situation in targeted surveys, interviews, observations, or workshops, and the gap between the current situation and the desired situation indicates problems that can be translated into training needs. (Debrah & Ofori, 2006)
• The trainer: He is a qualified facilitator and a change agent responsible for implementing the training process, recognized for his excellence and creativity, and possesses personal competencies. His role is reflected in observation, guidance, evaluation, and helping trainees with self-assessment. (John, and Lee, 2000)
• Development refers to a comprehensive and diverse range of actions, including training, that are undertaken to enhance the performance of an individual or organization, with the goal of preparing them for a new job or function in the future (McNamara 2008).
• Employee performance refers to accomplishments or contributions made by employees to achieve goals, as defined by Herbert, John, and Lee (2000). Performance can also be used to measure an organization's achievements in terms of procedure, outcomes, significance, and effectiveness. Afshan et al. (2012) provide a definition of performance as the successful completion of activities, which are evaluated based on established or identified benchmarks related to correctness, comprehensiveness, cost, and speed. Employee performance can be observed through increased productivity, proficiency in employing new technologies, and a workforce that is highly engaged.

1.11 Structure of the study

The current study consists of five chapters. Chapter One provides a concise introduction to the topic matter of the study. The study begins by providing the contextual information. The text proceeds by presenting the problem statement of the study, outlining the objectives of the investigation, and offering a concise definition of the essential topics. The study's framework will be presented at the end of the chapter.

• Chapter Two explores the theoretical framework of the investigation. This text primarily addresses HRM practices, such as human resource needs, training methods, employee performance, the impact of training on performance, and other elements that influence employee performance.
• Chapter Three outlines the study methodology and examines the processes employed to gather the data. It also explores the rationale behind the chosen method and evaluates the reliability and validity of the study. The limitations of this investigation will be explored later.
• Chapter four provides an exposition of the findings of the investigation and their subsequent examination.
• Chapter five represents the last chapter of the investigation. This study examines the managerial implications and presents the result. In the concluding section of the chapter, recommendations for further research will be provided.

Chapter Two: Literature Review

Introduction

Organizations, including banks, to succeed in achieving their goals depend mainly on the workforce's efficiency in performing their tasks, their productive capacity, and the speed of adaptation to the levels of technology used. Hence, the workforce's preparation and suitable requirement can be considered a way to reach the goals (Smith & Smith, 2007). Training in the contemporary world is the tool and its means of development. That during-service training is the basis that achieves the continuous development of workers in a manner that guarantees to carry out their tasks, responsibilities, and duties in a manner that is appropriate to the developments of their work, their work that was not present at the time of pre-service preparation, and the results of many types of research have shown training has an essential role in the growth of culture and civilization in general. The importance of this emerges as the basis for all human learning, development, and development, hence society's progress and its construction (Abdullah, Mustafa, Othman, & Sadeq, 2020). It is also a tool that has the best investment and employment. It has been able to achieve efficiency and efficiency in performance and production. Training is a new knowledge. It adds various information, gives skills and capabilities that affect directions, adjusts ideas, changes behavior, develops habits and methods, and thorough training. The preparation continues for the profession as long as the Its requirements are variable due to the influence of several factors, such as the explosion of knowledge represented in technical progress in all areas of life, as well as the ease of flowing information from one society to another and from one civilization to another (Ashton, & Sung, 2002).

Training plays an essential role through the role it plays in developing and developing the workforce at all levels and providing that workforce with developments and experiences that necessitate its awareness, especially as we live in a renewed and rapidly developing world in all structural and mechanical aspects. From here, we find that the decision-maker in any facility puts Within the framework of applied plans, a continuous training system is in place, as this contributes to the desired results of this training, which is good giving and quality of production for all levels (Batt, 2006).

2.2 Theories and Studies

Banks, and economic institutions are witnessing increasing technical changes, transformations, and developments due to the impact of intense competition resulting in turn from the phenomenon of globalization, which has made these institutions in a difficult situation, with which the typical performance is not sufficient to counter the effects of these changes. However, the situation requires them to work to improve their performance to high levels. It enables it to reconcile with its competitors; that is, it gives it the ability to compete at the global level to ensure the survival and achievement of the goals for which it was established. Human resource development has received increased attention by the researcher on the macro or partial levels, for what this development plays for the human element. It plays a vital role in achieving comprehensive development. As a practical component of any economic transformation and progress, the importance of human resources is considered one element that guarantees good performance and organizational effectiveness. Human resource development has also become one of the most critical topics due to considering this type of resource as the most critical resource that contributes to any institution's success in the long run. Comprehensive human resources are the most important and most crucial component compared to the rest of the institutions' resources (Boselie, 2005). Training, with its new knowledge, novel ideas, and various information, provides workers with many skills and capabilities, influencing trends, improving performance methods, developing an individual's capabilities, and helping to renew his outlook on the nature of the role plays in the organization, and thus raises his productivity and the organization benefits from this in the effectiveness of achieving its goals. Training also represents a more important field in the career qualification of human resources as a necessity to build individuals' competence when joining work and address their performance problems and develop their various capabilities and enable them to respond to accelerated information (Bowen & Ostroff, 2004).

2.2.1 The Management of Human Resources

the management of human resources encompasses the administration of the personnel required by an organization, ensuring the acquisition and retention of human resources to advance the organization's vision, strategy, and objectives. Put simply, HRM is concerned with acquiring, retaining, and optimizing a competent workforce that organizations need to ensure their viability in the market, both in the short and long term. To accomplish its organizational goals, HRM requires administrators to carry out certain fundamental responsibilities that constitute the management process. It is important to highlight that several scholars in the management literature have classified HRM functions differently, even though they all aim to provide effective human resources. The functions encompass human resource planning, organizing, recruitment, leading, and controlling. The study primarily focuses on Abdullah, Mustafa, Othman, & Sadeq (2020) key HRM tasks, which include staffing, training and development, performance appraisal, salary and benefits, as well as union and employee relations, and health and safety as shows Figure (2.1)

2.2.1 Occupation Process

The recruitment process is the process of ensuring that the appropriate individuals are present at the correct time and location. This entails discerning the characteristics of the job and executing a recruitment and selection procedure to guarantee a suitable alignment inside the organization. To put it simply, staffing involves the process of recruiting the necessary individuals, carefully choosing the best acceptable candidates from the available pool for a certain job, and occasionally downsizing or terminating employees. Once the individuals who meet the necessary qualifications are discovered, HRM must organise and, if necessary, conduct the interviews. Both the process of selection and interviewing are conducted with the purpose of recruiting the necessary staff. One of the primary goals of staffing is to attract and retain individuals who are suitable for the organization. This purpose, can be achieved by having the correct people in the organization (Abdullah, Mustafa, Othman, & Sadeq, 2020). The implementation of the appraisal process is facilitated when the recruitment function aligns effectively with the organization's strategies. This facilitates clear expectations for the HRM regarding the responsibilities of the hired individuals and enables effective evaluation of their performance. However, the staff have the ability to assess themselves based on their projected deliverables and readily see their capabilities and areas in need of improvement. The staffing function has a significant impact on all other HR functions as it influences the development of staffing policies that guide the direction of all functions. (Hendry 1994, 80 - 88).

2.2.2 Training and Preparation

This entails the process of imparting knowledge and skills to employees and managers for the purpose of enhancing their performance and capabilities (Briscoe 1995). Training and development are frequently employed to bridge the disparity between present performance and anticipated future performance. Training and development is a crucial aspect of the Human Resource Development (HRD) function, which has been widely recognized as an essential component of Human Resource Management (HRM) (Ellis, 2014). One of the main tasks of this function is to identify the training and development needs and choose appropriate techniques and programs to address these needs. It also involves planning the implementation of these methods and programs and evaluating the results that they produce.

According to Helmy (2015), policies are essential to guarantee the evaluation of employee performance, which in turn ensures the implementation of suitable training and development. Through the utilisation of performance appraisal reports and findings, the organization can effectively identify areas for development. However, people can have a role in identifying areas for growth based on the difficulties highlighted in the performance review process and their career aspirations (Ellis, 2014).

2.2.3 Evaluation of performance

An evaluation of performance is a systematic procedure conducted to allow both the individual and the organization to analyze, assess, and evaluate the achievement of specific objectives over a designated time frame. This process can manifest in both formal and informal variations (McCourt & Eldridge 2003). The purposes of performance appraisal can be categorized into two groups: developmental and administrative purposes. The primary objectives of performance appraisal encompass delivering performance feedback, pinpointing individual strengths and weaknesses, acknowledging individual performance, aiding in goal identification, evaluating goal attainment, identifying individual training requirements, determining organizational training needs, enhancing communication, and facilitating employee discussions regarding concerns. Administratively, the purposes of performance appraisal encompass documenting personal decisions, identifying promotion candidates, determining transfers and assignments, recognizing poor performance, making layoff decisions, validating selection criteria, and meeting legal requirements, among others.Performance appraisal can be undertaken annually, semi-annually, or on a quarterly basis. The frequency of evaluation will be chosen by the organizations based on their resource capability and the specific aspects that need to be assessed in relation to the organization's objectives. (Arghode & Wang, 2016).

Methods or plans of action. Several different sources of appraisal exist, including

1- Manager or supervisor an evaluation conducted by an employee's supervisor and assessed by a management who holds a higher position in the hierarchy.

2- Evaluation of one's own performance. The employee being evaluated often completes an appraisal form prior to the performance interview.

3- Subordinate appraisal refers to the evaluation of a superior by an employee. This type of appraisal is primarily used for developmental goals rather than administrative ones.

4- Peer appraisal is the evaluation of an employee's performance by their colleagues. The feedback from multiple colleagues is then consolidated into a single profile, which is used by the employee's management during an interview.

5- Team appraisal involves evaluating the performance of a team using the principles of total quality management. It focuses on acknowledging the achievements of the team as a whole, rather than individual contributions.

6- Customer appraisal refers to an evaluation process that seeks feedback from both external and internal customers.

It is crucial to acknowledge that without adequate procedures and plans in place to address the outcomes of the performance appraisal, the anticipated advantages for the organization may not be achieved. Furthermore, while effective performance appraisal can benefit an organization, it can have negative consequences if not handled in a professional manner. The employee's response to assessment feedback, whether favorable or negative, can have a detrimental effect on the organization if not handled properly by the individual (Ellis, 2014).

The negative comments can undermine the morale of the individual and even result in the loss of valuable personnel who feel they would be better off seeking opportunities elsewhere. HRM should document the many factors contributing to the failure of performance appraisals (Arghode & Wang, 2016). The figure (2.2) below illustrates some of these factors:

Assessment Summary and Guidance Overview

Assessment Requirements

The given assessment required students to develop a comprehensive research-based analysis on the impact of training on employee performance in the financial sector of Lebanon. The core expectations were to:

• Prepare an Abstract summarizing the study objectives, research problem, methodology, and key findings.

• Write a detailed Chapter One introducing the study, including the background, problem statement, objectives, research questions, significance, scope, hypotheses, and key concept definitions.

• Develop a Chapter Two: Literature Review, outlining the theoretical framework, existing studies, and core HRM practices such as training, performance evaluation, and employee development.

• Follow a structured academic approach, integrating quantitative and qualitative methods, supported by credible literature and data interpretation.

• Demonstrate analytical thinking, logical structuring, and a clear understanding of the relationship between training, job satisfaction, and productivity.

The assessment aimed to evaluate the student’s ability to link theory with practice, apply analytical reasoning to human resource management issues, and present evidence-based conclusions relevant to the Lebanese financial context.

Academic Mentor’s Guidance Process

The academic mentor guided the student through a step-by-step structured approach, ensuring clarity, consistency, and academic rigor in every section of the research.

Step 1: Understanding the Research Aim and Scope

The mentor began by clarifying the research purpose to examine how training impacts employee performance in Lebanon’s financial institutions. Together, they discussed the importance of human capital development and contextual challenges in the Lebanese banking sector, setting a clear direction for the study.

Step 2: Structuring the Abstract

The mentor helped the student summarize the key components of the research:

• Objective: To analyze the link between training and employee efficiency.

• Method: Mixed approach quantitative surveys and qualitative interviews.

• Findings: Training improved productivity by 27%, reduced operational errors by 35%, and increased job satisfaction by 75%.

• Conclusion: Systematic training enhances organizational competitiveness.

This guided summary ensured the abstract was concise yet reflective of the research depth.

Step 3: Drafting Chapter One – Introduction

The mentor assisted the student in organizing the introductory chapter logically. Each section was explained as follows:

• Background of the Study: Explained the global and Lebanese HR challenges due to globalization and technological change.

• Problem Statement: Identified the research gap limited studies on employee training in Lebanon’s financial sector.

• Purpose & Significance: Highlighted the contribution of training to both employee development and institutional growth.

• Research Questions & Hypotheses: Framed precise and measurable questions linking training with performance outcomes.

• Scope & Limitations: Discussed practical research constraints and respondent availability.

The mentor emphasized critical referencing and appropriate citation of scholarly works to maintain academic credibility.

Step 4: Methodology Development

The mentor explained the importance of a quantitative approach, guiding the student in designing survey tools for data collection and aligning the research questions with statistical methods. This included:

• Selection of participants (bank managers, assistants, and employees).

• Defining variables for analysis (training frequency, job satisfaction, error rate).

• Justifying the research design for validity and reliability.

Step 5: Reviewing Literature (Chapter Two)

For the literature review, the mentor instructed the student to:

• Categorize literature under HRM practices: staffing, training, evaluation, and development.

• Include relevant theoretical perspectives on human resource development.

• Compare international findings with Lebanese industry practices.

• Incorporate visual aids (e.g., HRM framework figures) to strengthen comprehension.

The mentor also stressed the importance of critical evaluation analyzing not only what other researchers said but also how those findings relate to the current context.

Step 6: Data Analysis and Interpretation

The mentor guided the student in applying descriptive and inferential statistics to interpret survey data. Together, they analyzed trends such as:

• Productivity increases post-training.

• Decrease in operational errors.

• Employee retention linked to frequent training.

Through this, the mentor ensured that results were presented clearly and aligned with the hypotheses.

Step 7: Discussion and Conclusion

The mentor emphasized linking empirical findings with theoretical models. The student was guided to:

• Discuss how training influences motivation, engagement, and efficiency.

• Highlight implications for HR policy development in the financial sector.

• Provide actionable recommendations for sustainable employee development programs.

The conclusion was refined to demonstrate how training directly contributes to organizational growth and competitiveness.

Step 8: Academic Writing, Formatting, and Referencing

The mentor ensured that:

• The research adhered to academic conventions.

• APA referencing was correctly applied.

• The tone remained formal, analytical, and evidence-driven.

The student was also encouraged to review language flow and maintain coherence between chapters.

Outcome and Learning Achievements

Through the structured guidance process, the student successfully produced a comprehensive and data-backed research report demonstrating clear understanding of the link between training and employee performance.

Key learning outcomes achieved included:

1. Analytical Skills: The student learned how to interpret quantitative data and connect it to theoretical frameworks.

2. Research Design Competence: Gained hands-on experience in developing surveys, sampling, and applying descriptive analysis.

3. Critical Thinking: Developed the ability to compare international HR practices with local Lebanese contexts.

4. Academic Writing Proficiency: Improved in structuring chapters, using references effectively, and maintaining clarity in academic communication.

5. Professional Insight: Understood how training impacts organizational efficiency, emp

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