121 American Scientific Research Journal for Engineering, Technology, and Sciences (ASRJETS) ISSN (Print) 2313-4410, ISSN (Online) 2313-4402 © Global Society of Scientific Research and Researchers http://asrjetsjournal.org/ Planning Human Resources Management, Development and Training of Staff, and Their Impact on Organizational Performance, in the Iraq Oil Companies Sector Jawad Al-Frijawya*, Constantin Militarub, Sergiu Tonoiuc a,b,cFaculty of Engineering and Management of Technological System, University Polytechnic of Bucharest, RO- 060042, Bucharest, Romania aEmail: jawad_a85@yahoo.com Abstract This paper aims to study the planning, training and development of human resources and its impact on the organizational performance of the Iraqi oil companies. Factors affecting HR planning, training and development were examined. The study population, composed of staff from the Human Resources Department of the Ministry of Oil, included 100 people surveyed. To achieve the objectives of the study, the researcher developed and distributed a survey and data collection and analysis using EXCEL. The overall analysis was carried out based on meta-statistics and correlation analysis. The results showed that human resource management, training and development planning are closely related to organizational performance in the Ministry of Oil. Paper presented recommendations for improving human resources in the Iraq Ministry of Oil. Keywords: human resources management; organizational performance; oil companies; development and training of employees. 1. Introduction In modern times, it is increasingly recognized that organizations have their own needs, motivations and expectations and that their contribution to the organization is more than that of any other supplier. No organization can be managed successfully unless human resources planning is well managed. The efficiency of the human factor can be improved in accomplishing things and thus can achieve organizational effectiveness. ----------------------------------------------------------------------- * Corresponding author. http://asrjetsjournal.org/ American Scientific Research Journal for Engineering, Technology, and Sciences (ASRJETS) (2019) Volume 55, No 1, pp 121-138 122 Human resources management is the systematic planning and control of a network of basic organizational processes that affect and involve all organizational members. Operations include human resources, planning, job design, job analysis, recruitment, training, development, performance appraisal and review, compensation, compensation, employee protection, representation and organizational improvements. Planning of human resources' management. Implement and achieve strategic management and thus improve human capacity [1]. He studied 590 companies to see the impact of human resources management practices on the performance of the company. They reported results in their article “The Impact of HRM Planning on Organizational Performance Perspectives”. They found that progressive human resource management practices, including highly selective recruitment, training, and compensation incentives were positive relationships in the company performance [2]. There was a significant relationship between HR practices and accounting profits. Define performance-based compensation as the strongest single indicator of the oil company's performance. The emergency relationships between the strategy, three HRM practices, participation, results-oriented evaluation, and internal career development have revealed a large part of the variation in the performance measure itself [3]. Planning Human Resources Management and Organizational Performance: The Oil Company reported that human capital was central to explaining differences in individual profits. Employees investing in education and training will raise their skills and be more productive than those who are less skilled, and therefore can justify higher profits as a result of investing in their human capital [4]. The effects examined in selective recruitment, work security, decentralization, use of teams, incentives and compensation, intensive training, differences in status and exchange of information on organizational performance indicators; quality, cost, flexibility, delivery and commitment. The study established a positive and important relationship in the planning of human resources management practices and the operational performance of the oil companies [5]. Planning for human resources management and labor productivity: Does industry matter? It suggests that HRM planning looks at what can or should be done to make employees more productive and satisfied. To achieve this, management must consider the development of superior human resources as an essential competitive requirement that requires careful planning, hard work and evaluation [6]. Therefore, investigate the impact of human resources management planning on performance. The human resources management practices discussed in the study were training and development, teamwork, compensation and incentives, human resources planning, performance appraisal, and staff security to improve the company's business performance, including employee productivity, product quality and company flexibility. The results indicated that the three elements of human resources management practices affect performance. They were training and development, compensation and incentives, and human resources planning. This research shows that effective HRM practices can have a positive impact on business performance. Thus, the impact of human resource management practices on perceptions of organizational performance. They found that progressive HRM practices, including highly selective staffing, training, and incentive compensation were positive relationships on firm performance [7]. 2. An overview of human resources management planning The term “human resources management planning” has been commonly used over the past three decades. Before that, this area was generally known as “Personnel Management”. The traditional concept of personnel management was based on human motivation and was only interested in managing the conditions necessary to perform the work. The main concern was the management of salaries and benefits. Human resources American Scientific Research Journal for Engineering, Technology, and Sciences (ASRJETS) (2019) Volume 55, No 1, pp 121-138 123 management includes all management decisions and practices that affect or directly affect the persons or human resources working in the organization. In recent years, planning for human resources management has become increasingly important. Greater importance is given to human resources in organizations. This is because organizations have realized that human resources are the most important assets. It is now increasingly recognized that people working in an organization are human beings and have their own needs and requirements. We have now realized that their contribution is important in achieving the goals of the Organization. Thus, the concept of human resources assumes importance in the organization. In management literature, human resource management planning is a recent term and is traditionally referred to as personnel management and personnel management. The human resources of an organization represent its largest investment. Human resources management refers to a set of programs, functions and activities designed and implemented to maximize both staff and organizational effectiveness. Human resources management includes these activities designed to provide, motivate and coordinate the Organization's human resources. Therefore, the challenge for HR managers today is to identify talent, nurture the same care and achieve significant productivity gains over a period. The technological revolution, globalization of competition, demographic changes, information revolution and trends towards a service society have changed the rules of the game dramatically. In such a scenario, organizations with a similar set of resources have a competitive advantage only through efficient and effective human resources' management. Subsequently, many companies began to pay attention to the creation of human resources departments. However, over a period, human resource development as a concept and practice has gone through different stages of transformation. Consequently, human resources development departments started in the mid-1970s to promote capacity building and business motivation. The need was largely met by the late 1980s. During the early 1990s, the focus of human resources development shifted to human resources management planning. 3. The impact of HRM planning on organizational performance There is a significant and positive relationship between HRM planning and organizational performance [8]. In another study by Hiti (2000), Human resources management planning has a positive relationship with organizational performance [9]. In another study by Apospor E., Nikandrou I., Brewster C., Papalexandris N (2008) The impact of workforce planning on organizational performance and the positive relationship between workforce planning and organizational performance [10]. A study by De Waal A., Frijns M. (2007) in their study of the Indian hotel industry, it was also found that workforce planning has a strong relation to productivity and productivity impact on organizational performance [11]. 3.1. Impact of training and development on organizational performance Training and development is an important component of human resources management planning. Training is therefore defined as an organized activity intended to convey information or instructions to improve staff performance or to obtain the level of skill or knowledge required to assist it. Development identifies those activities that lead to new skills or knowledge with the sole aim of personal growth [12]. There is a significant impact of training and development on organizational performance. Therefore, organizational performance is affected because staff skills, knowledge, abilities and skills can be improved and updated. Found that there are American Scientific Research Journal for Engineering, Technology, and Sciences (ASRJETS) (2019) Volume 55, No 1, pp 121-138 124 an impact and the relationship between training and development on organizational performance [13]. 4. Research Methodology The study was conducted to achieve objectives including exploration and description in nature and conducting interviews that will be based on the questionnaire coordination. The research methodology defines the purpose of the research, how it works, how to measure progress, and what constitutes success with regard to the specific objectives of the research study. The research process to be adopted in this study consists of the following stages: RESEARCH DESIGN: Exploratory Research Research design is to identify methods and procedures for obtaining the information needed to structure or solve the problem. It is the overall operational pattern or framework for a project that stimulates information to be collected from any source and action. Based on the main purpose of our investigation, the most suitable exploratory research was found. This type of research has the primary purpose of developing insights on the problem. Examines the main area where the problem lies and also tries to evaluate some appropriate courses of action. The tool used to collect data was in the form of a questionnaire. The questionnaire was used because it facilitates the scheduling and analysis of the data to be collected. The collected data were subjected to simple frequency distribution and percentage analysis. 5. Data analysis & interpretation Gender: Table 1 Gender No. of respondents Male 74 Female 26 Total 100 Figure 1 74 26 100 Male Female Total American Scientific Research Journal for Engineering, Technology, and Sciences (ASRJETS) (2019) Volume 55, No 1, pp 121-138 125 Age: Table 2 Age group No. of respondents percentage 20-29 21 21 30-39 44 44 40-49 23 23 50-59 12 12 Total 100 100 Figure 2 Experience: Table 3 Total experience No. of respondents percentage Below 5 years 12 12 6-10 years 13 13 11-15 years 37 37 16-20 years 23 23 More than 20 years 15 15 Total 100 100 20-29 30-39 40-49 50-59 Total 0 20 40 60 80 100 120 0 20 40 60 80 100 120 20-29 30-39 40-49 50-59 Total No. of respondents percentage American Scientific Research Journal for Engineering, Technology, and Sciences (ASRJETS) (2019) Volume 55, No 1, pp 121-138 126 Figure 3 From the above chart, it is clear that most of the respondents have more than 11 to 15 years of experience. Qualification: Table 4 Qualification No. of respondents Percentage Matriculation 11 11 Intermediate 13 13 Graduate 49 49 Post Graduate 23 23 Doctorate 4 4 Total 100 100 Figure 4 6% 6% 18% 12% 8% 50% Below 5 years 6-10 years 11-15 years 16-20 years More than 20 years Total 11 13 49 23 4 100 Matriculation Intermediate Graduate Post Graduate Doctorate Total American Scientific Research Journal for Engineering, Technology, and Sciences (ASRJETS) (2019) Volume 55, No 1, pp 121-138 127 From the above pie chart it is clear that large no. of respondents are graduate and post graduate combined it is 72%. Recruitment and selection Q.1 The Company has a good recruitment policy. Table 5 Opinion No. of respondents percentage Yes 85 85 No 15 15 Total 100 100 Figure 5 From the above chart, it is clear that 85% of respondents feel that the company has a good recruitment policy while 15% are not. Q.2 Company select individual on the basis of training and competence. Table 6 Opinion No. of respondents Percentage Yes 91 91 No 19 19 Total 100 100 85 15 100 85 15 100 -20 0 20 40 60 80 100 120 140 YES NO TOTAL percentage No. of respondents American Scientific Research Journal for Engineering, Technology, and Sciences (ASRJETS) (2019) Volume 55, No 1, pp 121-138 128 Figure 6 From the above chart it is clear that 91% of respondents says company select individuals on the basis of training and competence. Q.3 Recruitment and selection process follows in the company are highly scientific. Table 7 Opinion No. of respondents percentage Yes 87 87 No 13 13 Total 100 100 Figure 7 From the above chart it is clear that 87% respondent says that company follows the highly scientific process in selection and recruitment. Training and Development Q.1 when employees are sponsored for training programs, they take seriously to learn from the training 91 19 100 91 19 100 -20 0 20 40 60 80 100 120 140 YES NO TOTAL Percentage No. of respondents 87 13 100 87 13 100 -40 -20 0 20 40 60 80 100 120 140 YES NO TOTAL percentage No. of respondents American Scientific Research Journal for Engineering, Technology, and Sciences (ASRJETS) (2019) Volume 55, No 1, pp 121-138 129 programs. Table 8 Opinion No of respondents percentage Yes 74 74 No 26 26 Total 100 100 Figure 8 From the above chart it is clear that 74% respondents agree with statement while 26% are not. Q.2 Employees are sponsored for training programs on the basis of relevant training needs. Table 9 Opinion No of respondents Percentage Yes 88 88 No 12 12 Total 100 100 Figure 9 74 26 100 74 26 100 0 20 40 60 80 100 120 140 YES NO TOTAL percentage No of respondents 88 12 100 88 12 100 -40 -20 0 20 40 60 80 100 120 140 YES NO TOTAL Percentage No of respondents American Scientific Research Journal for Engineering, Technology, and Sciences (ASRJETS) (2019) Volume 55, No 1, pp 121-138 130 From the above chart it is clear that 88% respondents are agree with the statement while 12% are not. Q.3 Employees are given opportunity to utilize the skills and activities learnt during the training programs. Table 10 Opinion No. of respondents Percentage Yes 90 90 No 10 10 Total 100 100 Figure 10 From the above chart it is clear that 90% respondents are saying yes while 10% are saying no. Performance Appraisal Q.1 Performance appraisal is done regularly in this Company Table 11 Opinion No. of respondents Percentage Yes 95 95 No 5 5 Total 100 100 90 10 100 90 10 100 -40 -20 0 20 40 60 80 100 120 140 YES NO TOTAL Percentage No. of respondents American Scientific Research Journal for Engineering, Technology, and Sciences (ASRJETS) (2019) Volume 55, No 1, pp 121-138 131 Figure 11 95 % respondents say that performance appraisal done on regular basis while 5 % are not agreeing with this statement. Q.2 Appraisal system in this Company is growth and development oriented. Table 12 Opinion No. of respondents Percentage Yes 88 88 No 12 12 Total 100 100 Figure 12 From the above chart it is clear that 88 % respondent are saying yes while 12 % respondent saying no. Q.3 Employees have trust in the performance appraisal system. Table 13 Opinion No. of respondents Percentage Yes 92 92 No 8 8 Total 100 100 95 5 100 95 5 100 -40 -20 0 20 40 60 80 100 120 140 YES NO TOTAL Percentage No. of respondents 88 12 100 88 12 100 -40 -20 0 20 40 60 80 100 120 140 YES NO TOTAL Percentage No. of respondents American Scientific Research Journal for Engineering, Technology, and Sciences (ASRJETS) (2019) Volume 55, No 1, pp 121-138 132 Figure 13 92 % respondents have trust on the performance appraisal system while 8 % respondents don’t. Career Opportunities Q.1 Employees in this company have clear career prospects. Table 14 Opinion No. of respondents Percentage Yes 81 81 No 19 19 Total 100 100 Figure 14 From the above chart it is clear that 81 % respondent agree with the statement while 19% are not. Q.2 Organization and individual growth needs are matched in the Company. 92 8 100 92 8 100 -40 -20 0 20 40 60 80 100 120 140 YES NO TOTAL Percentage No. of respondents 81 19 100 81 19 100 -20 0 20 40 60 80 100 120 140 YES NO TOTAL Percentage No. of respondents American Scientific Research Journal for Engineering, Technology, and Sciences (ASRJETS) (2019) Volume 55, No 1, pp 121-138 133 Table 15 Opinion No. of respondents Percentage Yes 74 74 No 26 26 Total 100 100 Figure 15 From the above chart it is clear that 74% respondents are agree with the above statement while 26% are not. Q.3 Employees are aware of the career paths in the Company. Table 16 Opinion No. of respondents Percentage Yes 72 72 No 28 28 Total 100 100 Figure 16 74 26 100 74 26 100 0 20 40 60 80 100 120 140 YES NO TOTAL Percentage No. of respondents 72 28 100 72 28 100 0 20 40 60 80 100 120 140 YES NO TOTAL Percentage No. of respondents American Scientific Research Journal for Engineering, Technology, and Sciences (ASRJETS) (2019) Volume 55, No 1, pp 121-138 134 From the above chart it is clear that 72 % are says yes while 28 % are said no. Others Q.1 The management spends a considerable time and other resources to ensure the development of employees in the Company. Table 17 Opinion No. of respondents Percentage Yes 83 83 No 17 17 Total 100 100 Figure 17 From the above chart it is clear that 83 % respondents are said that management spends more time to ensure the development of employees of the company while 17 % are not. Q.2 Top management makes efforts to identify and utilize the potential of the employees in the company. Table 18 Opinion No. of respondents Percentage Yes 90 90 No 10 10 Total 100 100 83 17 100 83 17 100 -20 0 20 40 60 80 100 120 140 YES NO TOTAL Percentage No. of respondents American Scientific Research Journal for Engineering, Technology, and Sciences (ASRJETS) (2019) Volume 55, No 1, pp 121-138 135 Figure 18 From the above it is clear that 90 % agree with the above statement while 10 % are not. Q.3 Employees in this company are informal and free to discuss their personal problems with their supervisors. Table 19 Opinion No. of respondents Percentage Yes 82 82 No 18 18 Total 100 100 Figure 19 From the above chart it is clear that 80% respondents are agree with the above statement while 20% are not. Q.4 Employees trust each other in this company. Table 20 Opinion No. of respondents Percentage Yes 93 93 No 7 7 Total 100 100 90 10 100 90 10 100 -50 0 50 100 150 YES NO TOTAL Percentage No. of respondents 82 18 100 82 18 100 -20 0 20 40 60 80 100 120 140 YES NO TOTAL Percentage No. of respondents American Scientific Research Journal for Engineering, Technology, and Sciences (ASRJETS) (2019) Volume 55, No 1, pp 121-138 136 Figure 20 From the above chart it is clear that 93 % respondents trust each other while 7% respondents don’t trust each other. Q.5 Employees are encouraged to take initiative and do things on their own without close supervision. Table 21 Opinion No. of respondents Percentage Yes 75 75 No 25 25 Total 100 100 Figure 21 From the above chart it is clear that 75 % agree with the above statement while 25 % are not agreed. 6. Conclusion The Company have the responsibility of providing support to learners on time when many employees. Most of the employees are graduate and above and time to Time Company encourage the employees for further studies 93 7 100 93 7 100 -40 -20 0 20 40 60 80 100 120 140 YES NO TOTAL Percentage No. of respondents 75 25 100 75 25 100 0 20 40 60 80 100 120 140 YES NO TOTA L Percentage No. of respondents American Scientific Research Journal for Engineering, Technology, and Sciences (ASRJETS) (2019) Volume 55, No 1, pp 121-138 137 and send them to various training programs. The company follows good recruitment policy and on the basis of training and Experience Company select the individuals. Despite the limitation mentioned in the previous section, this study has potential to make some contribution. This study bridges the correlation between planning human resource management and employee performance and provides how employees in the Company (Iraq Oil Corporation) perceive their performance as well as the prevailing practices of human resource management. 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