MTDPNA in Non-Oil International Organisations in Libyan Post Crisis

For years, training needs analysis has beenmainly about conducting an effective TDP, also training needsare assessed to identify who needs to be trained and the type of training programme they require (Al-Khayyat, 1998; Holten et al., 2000). During the last decade, there is no doubt that training needs assessments are more effective and successful, as the concept of training needs assessment has changed from being a shift from training outcomes to training as a vital business strategy for organisations (Earley and Peterson, 2004; Stone, 2009). Therefore training needs assessment is conducted to assess employees or managers strengths and weaknesses before delivering the training and developing programme (Graf, 2004b; Littrell and Salas, 2005; Tarique and Caligiuri, 2004). Also, training and development programmes which include methodical assessment may decrease costs and time of the programme, as they will be able to control the opportunity and sort of training and development which is essential. (Selmer, 2000)

In this paper, we intend to investigate management training and development programme needs assessment (MTDPNA) in Libyan post-crisis (LPC). An effective training programme is an important key stage undertaken by any organisations in determining the type of T&DP to be provided to their employees or managers.And also to ensure that resources are utilised efficiently, to provide some important information in regards to the topic in the country of study (Libya). As a first step, we present the importance of NOIO in Libyan post-crisis. Second we review literature based on MTDP and MTDP in Libya in particular. MTDP needs assessment in Libya and the Arab region. However very few studies were found in regards to MTDPNA in Libya. Third we distributed questionnaires to all managerial level in 19 NOIO in Libya. Based on our results, we provide suggestions for NOIO in LPC to conduct MTDPNA at different time and to use different methods, and all department can be involved in making decision, as well as MTDPNA can be delivered equally.

2. The importance of NOIO in LPC

In today’s global business environment and dynamic markets, organisations are moving to increase their profit and expand their market outside their region. They also seek to locate their strategy in developing countries to reduce their production costs (Jiraphan, 2000). In addition, according to Moran (2005, quoted in Gamal, 2008), foreign investment helps to overcome many local economic problems.

Therefore, for many years Libya and some Arab countries have been the largest and the most active market for foreign organisations, particularly when they discovered oil (Enshassi, & Burgess, 1990).

However, Eid & Fiona (2003) found that, the Arab countries still receive less Foreign Direct Investment compared to world FDI flows, which mean that FDI plays small part within the Arab region. They suggested that the Arab region and Libya is part of it, have to take some crucial steps to encourage FDI to come to the region and do full business by focusing on three critical areas: public institutions, physical infrastructure, and human resource development. Certainly, by continuing the development process and implementing these three critical areas, the Arab countries can successfully increase investment for long-term benefits (Eid, & Fiona, 2003).

In this regards, Libya is trying to play a crucial role in enticing NOIO to come to Libya and to do a full range of economic activities in order to achieve the highest levels of national growth with a greater access to global markets, and in the hope of raising living standards.

Therefore, steps have been taken by the Libyan Government to promote investment in the non-oil sector, which will be on one hand to create more jobs and to increase minimum wages, labour safety standards, etc. (Hartungi, 2006), and on the other hand to reduce the official unemployment rate which is running in excess of 30% (Political Risk Yearbook: Libya Country Report, 2009).

On achieving that, the government implemented Law No5 in 1997 and its special provisions in 2003, to encourage foreign organisations to enter Libya by establishing branch offices, joint ventures, and representative offices or full business. (Law No. 5, 1997 for Promotion of Investment of Foreign Capital); Amended by (Law No. 7, 2003); and with the finally amended to (Law No. 9, 2010)

According to a speech by the Secretary of General People’s for Economy (and Minister of Economy) in the International Conference on Trade and Investment on Tuesday, 30 March 2010 in Tripoli, “Libya made 150 billion diners for the development of infrastructure, pointing to the availability of all the investment opportunities in various fields in Libya” (

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(The original author: Ahmed Mustafa Younes, Jim Stewart, Niki Kyriakidou

Published by Sciedu Press)

Date Published: 08/07/2013
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