الفهرس 
مقدمة البحثيوجد فقط 14 صفحة متاحة للعرض العام
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المستخلص
This research deals the role oftrainingin the improvement and development ofthe human elementApplied on the DELTA Companyfor FertilizersandChemical Industries ASMEDA, through a set ofvariablesasthe objectivesof thetrainingand identifyingThe role oftrainingin the improvement and development ofthe human element. In the light of the above mentioned, this research is divided into threechapters as follows : Chapter 1 : This chapterincludeda presentation ofthe objectives of theresearch andhis questionsandthe nature of theproblemand theimportanceof research andhypothesis, as well as to clarifythe methodological frameworkof the studyin addition to displayingthe previousstudies and research. Chapter 2 : This chapterhas been allocatedto shed light onthe concept oftraining through thedefinition anddiscussion ofits importance andits objectivesand typesandthe steps andprinciples andits obstaclesin additionto the identification ofits role inthe development ofthe human element. Chapter 3 : This includedchaptermethodologyandstudy populationand thestatistical methods usedinthis research, which is represented in thetest(Ca2), a testof variance, Pearson correlation coefficient, coefficientalphaCornbach, frequencies and percentages, arithmetic mean, standard deviationas well asthe application ofthese methodstoactual data, which been compiledspecifically forresearch. This research also includes a brief summary to the most important results and recommendations as following : It turns outthe existence ofdifferenceshavestatisticalsignificanceon the role oftrainingin : A. Treatment ofthe problems facingthe human element. B. To maintain theperformance ofthe human element. C. Improve the performance ofthe human element.Theresults ofthe studyforlack ofstatisticallysignificantdifferencesbetween thetraining programsbeing implemented byDelta Companyfor FertilizersandChemical Industries(ASMEDA) in : A. Treatment ofthe problems facingthe human element. B. To maintain theperformance ofthe human element. C. Improve the performance ofthe human element. It turns outthat members of thestudy populationfall intodifferent age groupscamein the forefront ofindividuals, aged (less than30 years old), andisovercomeage groups,at least, the power pointis calculatedfor the management ofthe company, because it meansa long-terminvestmentin human capital. It alsoappearedto focusthe company’s managementtraining programs, which seekto bring to thetraining objectivesof thetrainingwhich isjustto maintain thecurrent level of performanceorthe so-calledtrainmaintenance, which meansfaith inmanagementrole oftraditional training, especially if we addtothe trainingaims toaddress the problems ofthe existing work. Thetrainingin order to developthe current performancecameinranked lastin themanagementinterestsof the company,andthismeans noambitionto make thetrainingserves thecompany’s future plans. Showthe existence ofdiversityineducational levelsfor members ofthe study samplewas clearthat most of therespondents,the averagelevel of educationas a percentagereachedamount (52.4%). It is therefore concludedthatthe company’s managementthrough trainingtrying tobridge theknowledge gap, particularly amongthe owners of thosetechnicalqualificationsandmedium-sizedprivatestudydoes notallow them todo so .It turns outthat the majority ofmembers of thestudy populationhad received(four training sessions over)at a rate(32%), which indicatesthe significant roleplayed by thetraining sectorin the company. Workto support thetechnical training programsoffered to thecompany’s employees, where the results ofthe studyshowedits contribution to thedevelopment ofcapabilities and skills ofthe human element. Continue toimplement policies andproceduresJoinedtraining programsoffered by the company. Need to work onraising the level ofinstructor-based training andrehabilitationin terms of theability to communicatewith the traineesand the delivery ofscientific materialto them.Provide moremodern techniquesthat helpto providetechnicaltraining materialin an accessible form. Interestto choose thecoaches, and to ensure thatthey have theexperience and competenceand to bewithjurisdiction.Not onlytrainedtechnicianson theinternal andthe need toengagemoreforeigntechnical expertiseto ensurethe continued scientificinnovationand exchange of experiences. Need to work onbridging the gapbetween the heads ofsectors anddepartmentalmanagersto identifytraining needsin order tobenefit from theefforts. Need to take accountofobjectivityby the heads ofsectors andnon-interference ofpersonal relationshipsin the selection ofcandidatesto attendtraining programs. Work ondiversificationinthe contents of thetechnical training programstoadequatelycover thebasic objectives of thetraining, namely : the face ofthe problems facingthe human race, to maintain theperformance ofthe human element, the development ofthe human element. Need to focus onaspectsof modern technologyin the training process. Need tobenefitfrom the experiences ofcountries and communitiesare successful inthe field of trainingin thepublic or private organizations. Work onfurther researchand studiesinthe field of training, especially in the industrial sector.