A Study On Training Needs Assessments (TNAS) For The Teachers In Primary Schools In Kwali Local Government Area


A Study On Training Needs Assessments (TNAS) For The Teachers In Primary Schools In Kwali Local Government Area

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  • Name: A Study On Training Needs Assessments (TNAS) For The Teachers In Primary Schools In Kwali Local Government Area
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Chapter one


Background of the study

Training Needs Assessments (TNAs) in most organizations is determined in different ways. The most common approach is through the external consultant to study the organization’s and staff training requirements. McConnell, (2003) recognize the role of consultants as identifying possible training requirements as part of other projects such as organizational studies, performance assessments and management assessments. This happen when the management of organization identifies the gaps whose solution is training of its staff. Other ways or approaches of determining training requirements for the organizations is done internally when employees themselves and/or management of the organization find the gaps or discrepancies in which they feel that training is the solution. Another way is through persistence of production wastage, rumours and gossips, among other factors, which are evidenced from poor performance, determine training needs. Determination of training requirements by individual employees is pertinent because it helps to improve their current performance and prepare them for other jobs. Basically, the purpose of determining TNAs is to ensure that highly performing individuals are available in order to meet organizational goals. In addition, organizations meet their goals from having high performing staff, provide many benefits such as to deliver the products and services they are specialized in and finally to achieve competitive advantages. 1.3 Statement of the Problem Today with advancement of technology more organizations are beginning to realize that one of the ways to ensure their business remains competitive, is by constantly increasing the value of workforce (Jamil, 2006). Many organizations according to Jamil and Som, (2007) unfortunately fail to acknowledge the importance of TNAs step in practice. Due to this conception majority of institutions in Tanzania fail to design comprehensive systems that would develop a TNAs activity to be conducted in organizations. TNAs usually has been carried out in organizations randomly neither the management nor staff would know the exact dates when TNAs are conducted. Both public and private institutions in Tanzania are unable to tell the rationale as to why TNAs. Implementing training program in absence of TNAs may affect the credibility and professionalism of the human resource development field and practice (Rossilah and Hishamuddin, 2007). Failing to analyze the root causes of problems has been a big problem to many organizations. Without TNAs no organization can achieve impacts and meet changes happening. Indeed, in absence of TNAs, training program becomes unattractive and fails to create positive output. TNAs stands on the three pillars of organization, task and person analysis and not basing on skills and knowledge deficiency only as Philips and Patricia, (2002) noted it. Additionally, experience shows that human resources training in most organizations have been ineffective due to number of factors: some human resources training programs have been conducted without being based on TNAs reports and recommendations. Some organizations do not have formal training and development policy and others have been allocating inadequate funds employee training and development programmes. It is described TNAs as being difficult process and time consuming Hill, (2004); on other hand Desimore et al, (2002) state that incorrect assumptions are usually made about needs analysis being unnecessary because of the available information already specifies what an organization’s needs are; and there is misconception that there is a lack of support for needs assessment as human resource professionals are unable to convince top management of its necessity. Moreover, human resource career and development programmes have not been in place in some organizations. Anecdotal evidence suggests that training opportunities among employees have been offered on favouritism basis. Due to lack of TNAs there are some staff who have worked for many years without attending even indoor refresher courses. This has not resulted not only on demoralization of some staff but also contributed to reduced performance capacity, effectiveness for the marginalized staff as well as lowering production. There has also been a concern that some of training programs have not been performance related. In view of the above therefore, the researcher thought worth investigating on determination of TNAs at the MMC for the teachers in primary schools during the last four years i.e. 2011-2014.



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