TRAINING NEEDS ANALYSIS OF PANGASINAN STATE

UNIVERSITY’S TEACHING STAFF

A Research Presented to the

Faculty of Business Administration

University of the Cordilleras

In Partial Fulfillment

Of the Course Requirement in

Business Research

By:

JOANA ROSE D. ANTANG

MC KENNETH B. CABRERA

FRENZON RHOYCE D. COSME

WINNIFRED K. MUSI

LIEZEL O. PANARNGON

March 2019
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APPROVAL SHEET

This research entitled “TRAINING NEEDS ANALYSIS OF

PANGASINAN STATE UNIVERSITY’S TEACHING STAFF” prepared and
submitted by Joana Rose D. Antang, Mc Kenneth B. Cabrera,
Frenzon Rhoyce D. Cosme, Winnifred K. Musi and Liezel O.
Panarngon in partial fulfillment of the requirements for
the subject BUSINESS RESEARCH, has been examined and is
recommended for oral examination.

JOSEFINE M. DE LEON, MBA

Adviser

THESIS COMMITTEE

NIKKO JAYSON GO, MBA

Chairperson

JOE-EL S. MARCELO, MBA MARY ELAINE L. SANTOS

Member Member

ACCEPTED AND APPROVED in partial fulfillment of the

requirements for the degree BACHELOR OF SCIENCE IN BUSINESS
ADMINISTRATION MAJOR IN BUSINESS MANAGEMENT AND MARKETING
MANAGEMENT.

NOLAN L. GUILLAO, Ph. D

OIC-Dean, College of Business Administration
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RESEARCH ABSTRACT

1. Title: TRAINING NEEDS ANALYSIS OF PANGASINAN STATE

UNIVERSITY’S TEACHING STAFF
No. of Page:
No. of Text:

2. Authors: Joana Rose D. Antang

Mc Kenneth B. Cabrera
Frenzon Rhoyce D. Cosme
Winnifred K. Musi
Liezel O. Panarngon
3. Type of Document: Business Research

4. Type of Publication: Unpublished

5. Accrediting Institution: University of the Cordilleras

Gov. Pack Road, Baguio City
CHED-CAR, Philippines
6. Funding Agency: None

7. Keywords: Training Needs Assessment, Training

Organizational Analysis, Operational Analysis

8. Abstract

8.1 Rationale/Background of the Study

Human Resource Management is the effective use of an

organization’s human resources to improve its performance.
The general purpose of human resources is to find success
through its people at the same time seek to increase
business value. Human capital refers to people in an
organization with different values aspirations, cultural
and family background, education, attitudes and temper.
Training and development is a process by which an
organization or institution provides professional
development activities where they have to successively
learn new personal knowledge, obtain new skills, and
continuously accept training to maintain the maximum work
performance.
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There are numerous benefits of training and

development. These are increased employee job satisfaction
and morale, increased employee motivation and increased
effectiveness in processes. These benefits result to
financial gain of the organization (Salcedo, 2016).
This study concerns on the basic principle of
investing in employees. The other side of training, return
on investment is often not seen by the organization.
Managers are responsible to knowing who will undergo
training for the betterment of the organization. The
researchers’ questions if there is a metric on how a
manager make such decisions by being objective at the same
time. The researchers wanted to understand the idea on what
kind of trainings are needed by an organization through
objective results.
A good training and development program must undergo a
four-stage training cycle. The four stages are: training
needs analysis, planning the training, implementing the
training and evaluating the training.

The researchers focused on the first stage of the

training process, training needs analysis. Training needs
analysis is a process on which the current situation is
analyzed before conducting training where it seeks to
understand what employees really need.

8.2 Summary

This study aimed to assess the training needs of

Pangasinan State University’s teaching staff.

Furthermore, it sought to answer the following

questions:

1. What are the training support and training

opportunities provided for Pangasinan State
University’s teaching staff in terms of the
following Organizational analysis factor:
a. Mission and Strategies;
b. Capital Resources;
c. Human Resources; and,
d. Organizational Environment.
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2. What are the training needs of Pangasinan State

University’s teaching staff in terms of the
following Operational analysis factor:
a. Knowledge
b. Skills
c. Attitudes

8.3 Findings

The identified Training Needs of Pangasinan State

University’s teaching staff led to the following findings:

1.a. Along organizational analysis factors, in terms of

mission and strategies, teaching staffs of PSU is not
mentioned in both strategic goals and mission. Although,
training opportunity exists by considering training a key
strategy in attaining the strategic goals of PSU Sta.
Maria.

b. In terms of capital resources, annual plan and

budget are not clearly provided by the interviewee.
Training opportunity is to have an annual budget set by the
human resource department and administrative staff on
trainings that seem to be detrimental to increase the
quality of education provided.

c. In terms of human resources, standard procedures

are also not clearly provided by the interviewee. Proposed
training needs are subjectively evaluated by higher
management. This also brings a training opportunity where
standard operating procedures on determining who gets which
training are to be set in place.

d. In terms of organizational environment, teaching

employees are supported by PSU Sta. Maria on the teachers’
work schedule with the help of co-workers and lesson plan
for the whole duration of the training.

2.a. Along operational analysis factor, training support

for research related works such as publishing locally and
internationally greatly falls short from the standards.

b. Among the skills, PSU needs training intervention

on communication skills.

c. Meanwhile, flexibility also falls short from the

performance standards.
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8.4 Conclusions

The identified Training Needs of PSU teaching

personnel on the organizational factors led to the
following conclusions:

1. a. Along missions and strategies, training should be

aligned to the organization’s mission and strategies for it
to be organizationally significant.

b. In terms of capital resources, there is no

disclosed, definite, numerical value on the maximum budget
for trainings in a year.

c. As to human resources, there is no clear standard

procedure provided by PSU on how they will identify those
employees who gets the training.

d. In terms of organizational environment, there is

little training support from the organizational environment
of PSU.

2. a. As to knowledge factors, among the four knowledge

factors, research requires the highest training need.

b. As to skills, communication skills require the

highest training need.

c. As to attitudes factors, flexibility requires the

highest training need.

8.5 Recommendations

Based from the conclusions of this paper, the

following recommendations are drawn:
1. a. Trainings should be aligned from the
organizational missions and strategies of Pangasinan
State University (PSU).
b. PSU should have a comprehensive and detailed
process in determining who are those employees
particularly the teaching staff who will be
prioritized in attending the training.
c. HR should be responsible in identifying the
trainings needed by PSU teaching personnel.
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d. There must be an unvarying coordination between

the Local Government Unit and/or Non-Government
Organizations and Pangasinan State University in terms
of strengthening and modifying the trainings offered
to the teaching staff of the PSU.
2. a. In terms of knowledge, PSU should strengthen
trainings on researches because this is where the teaching
personnel are weak.
b. In terms of skills, PSU should have a faculty
development seminar in-house or outside the school to
improve the skills of the teaching personnel.
c. In terms of attitude, human resource department
should come up with trainings focused on teamwork, team
building and strengthening the relationship of their
employees.