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National HRD in Oman: a Stakeholder Perspective on the Implementation of the National Training Programme

Al-Harthy, A, Lawless, A and Mouzughi, Y (2017) National HRD in Oman: a Stakeholder Perspective on the Implementation of the National Training Programme. International Journal of Human Resource Development: Practice, Policy & Research, 2 (2). pp. 33-47. ISSN 2397-4575

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This paper is set within the context of Oman, where National Human Resource Development (NHRD) has been utilized to develop the knowledge and skills of the indigenous population, create job opportunities for a greater number of job seekers and reduce the nation’s dependency on expatriate labour (Omanization). The National Training Programme (NTP) is the key initiative that aims to achieve Omanization and which provides the context for this paper. The NTP is overseen by the Ministry of Manpower (MoM) and involves a tripartite agreement between Trainees, Training Providers, and Employers. This “training mingled with employment” commenced in 2003 and has provided training for more than 36,000 individuals, in areas as diverse as commerce, industry, and craftwork. However, despite these encouraging figures, produced by the Ministry, there is a lack of empirical research that surfaces the voices of the other stakeholders involved in the NTP policy implementation. This paper addresses this void and illustrates how the key stakeholder groups: the Ministry of Manpower, Training Providers, Employers, and Trainees viewed the implementation of the NTP policy. In doing so, we highlight the complexities of the relationships involved and illuminate an emerging ‘blame culture’, which, if left unacknowledged, will hinder the implementation of the NTP, and impact negatively on Omanization. We conclude with implications for practice and argue that, in order to enhance the future implementation and success of the NTP, on-going participatory action research is required that includes all stakeholder groups, if the challenges of this emerging ‘blame culture’ are to be understood fully.

Item Type: Article
Subjects: H Social Sciences > HF Commerce > HF5001 Business
H Social Sciences > H Social Sciences (General)
L Education > L Education (General)
Divisions: Liverpool Business School
Publisher: The University Forum for HRD (UFHRD)
Date Deposited: 13 Feb 2018 09:27
Last Modified: 04 Sep 2021 03:15
DOI or ID number: 10.22324/ijhrdppr.2.114
URI: https://researchonline.ljmu.ac.uk/id/eprint/7999
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