IJLTEMAS International Journal of Latest Technology in Engineering, Management & Applied Science (IJLTEMAS) IJLTEMAS 2278-2540 IJLTEMAS 183 10.51583/IJLTEMAS.2026.150700165 Education The Impact of Personnel Development on Employees’ Performance in Liberia’s Public Sector: A Systematic Review Idika Okoro Friday MSc Candidates, Department of Management & Administration, Adventist University of West Africa, School of Graduate and Professional Studies (SGPS). Liberia Power Williams G. MSc Candidates, Department of Management & Administration, Adventist University of West Africa, School of Graduate and Professional Studies (SGPS). Liberia Q.G Layton Yassel MSc Candidates, Department of Management & Administration, Adventist University of West Africa, School of Graduate and Professional Studies (SGPS). Liberia O. Sivili, PhD Faith Adventist University of West Africa, School of Graduate and Professional Studies (SGPS). Liberia 15 7 2160 2173 13 08 2026 18 08 2026 27 08 2026 Personnel development Employee Performance Public Sector Capacity building Liberia. Abstract

Personnel development has become an important human resource management strategy for improving employee competence, institutional effectiveness, and public service delivery. Through capacity building, organizations seek to enhance employee competence, which in turn improves productivity and service delivery. Despite the importance of workforce development in strengthening public institutions and service delivery, there is evidence of weak implementation systems and limited accountability, which reduce the effectiveness of training. Thus, the study explored the impact of personnel development on employees’ performance in Liberia’s public sector. Using the PRISMA 2020 framework, 46 relevant studies were identified from databases such as Google Scholar, ScienceOpen, ScienceDirect, and ResearchGate. Empirical studies focusing on personnel development and employee performance in public sector institutions were systematically screened and analyzed thematically. The findings revealed that personnel development practices generally improve employee competence, productivity, organizational effectiveness, accountability, and service delivery. Evidence from Liberia also showed that workforce development and continuous professional development strengthened institutional performance, particularly within the health sector. However, the effectiveness of the reforms is often constrained by inadequate funding, weak institutional support, favoritism, weak supervision, poor training design, political interference, and ineffective implementation systems. The review also identified significant methodological and contextual gaps, particularly the limited empirical research on personnel development within Liberia’s broader public sector beyond the health sector. The review concludes that personnel development positively influences employee performance when supported by transparent systems, managerial commitment, transparent human resource practices, adequate funding, and effective implementation strategies. It recommends strengthening personnel development policies and expanding empirical research to inform evidence-based human resource reforms across Liberia’s public sector.

 References Aguinis, H., & Burgi-Tian, J. (2023). Measuring the impact of training and development on employee performance. Human Resource Management Review, 33(2), 100942. Aguinis, H. (2019). Performance management (4th ed.). Chicago Business Press. Ahmed, S., Khan, M., & Rahman, M. (2023). Continuous learning and employee performance in dynamic organizations. European Journal of Training and Development, 47(5/6), 645–663. Akinbo, T. M., & Ogah, S. (2025). Transforming public service performance through training and development: A study of Nigerian government agencies. The Business and Management Review, 16(2), 125–138. Alsobaey, T. M., & Alkhateeb, F. Q. (2025). A contextual analysis of factors influencing employee performance in the public sector. International Journal of Public Administration in the Digital Age, 12(1). Anderson, D. S., Ones, H. K., Sinangil, & Viswesvaran, C. (Eds.), Handbook of industrial, work and organizational psychology (2nd ed., Vol. 1). SAGE. Anlesinya, A., Bukari, Z., & Eshun, P. (2015). The effect of employee development on performance of public sector organisations in Ghana: Evidence from Controller and Accountant General’s Department, Accra. International Journal of Management and Commerce Innovations, 2(2), 283–290. Armstrong, M., & Taylor, S. (2023). Armstrong's handbook of human resource management practice (16th ed.). Kogan Page. Babatunde, O. M. (2024). The impact of training and skill development program on job performance of civil servants: A case study of Public Service Staff Development Centre (PSSDC) Lagos, Nigeria. ScienceOpen Preprints. https://doi.org/10.14293/PR2199.001162.v1 Bernardes, E. S., & Hanna, M. D. (2009). A theoretical review of flexibility, agility and responsiveness in the operations management literature: Toward a conceptual definition of customer responsiveness. International Journal of Operations & Production Management, 29(1), 30–53. https://doi.org/10.1108/01443570910925352 Billett, S. (2022). Lifelong learning and workplace learning: Contemporary perspectives. Journal of Workplace Learning, 34(7), 561–576. Bovens, M. (2007). Analysing and assessing accountability: A conceptual framework. European Law Journal, 13(4), 447–468. Bovens, M., Goodin, R. E., & Schillemans, T. (Eds.). (2014). The Oxford handbook of public accountability. Oxford University Press. Borman, W. C., & Motowidlo, S. J. (1997). Task performance and contextual performance: The meaning for personnel selection research. Human Performance, 10(2), 99–109. Campbell, J. P. (1990). Modeling the performance prediction problem in industrial and organizational psychology. In M. D. Dunnette & L. M. Hough (Eds.), Handbook of industrial and organizational psychology (Vol. 1, pp. 687–732). Consulting Psychologists Press. Campbell, J. P., & Wiernik, B. M. (2015). The modeling and assessment of work performance. In J. D. Wright (Ed.), International encyclopedia of the social & behavioral sciences (2nd ed., Vol. 23, pp. 842–849). Elsevier. https://doi.org/10.1016/B978-0-08-097086-8.22078-X Caniëls, M. C. J., & Hatak, I. (2022). Employee development and career growth: A systematic review. European Management Review, 19(3), 408–425. Civil Service Agency. (1973). Civil Service Act of Liberia. Government of Liberia. Civil Service Agency. (2025). Civil Service Agency Strategic Plan 2025–2029. Government of Liberia. Cook, D.J., Mulrow, C.D., and Haynes, R.B. (1997). Systematic reviews: synthesis of best evidence for clinical decisions. Annals of Internal Medecine, 126 (5), 379–380. Denhardt, J. V., & Denhardt, R. B. (2015). The new public service: Serving, not steering (4th ed.). Routledge. Denyer, D. and Neely, A. (2004). Introduction to special issue: innovation and productivity performance in the UK. International Journal of Management Reviews, 4(5), 131–135. Dessler, G. (2020). Human resource management (16th ed.). Pearson. Extremera, N., Mérida-López, S., Sánchez-Álvarez, N., & Quintana-Orts, C. (2022). Emotional intelligence and employee well-being: A meta-analysis. Frontiers in Psychology, 13, 856605. Friedman, J. (2012). Building civil service capacity: Post-conflict Liberia, 2006–2011. Princeton University, Innovations for Successful Societies. Gbatu, A. S. (2023). Historical perspective of governance reforms in Liberia: An incisive review of major progress and challenges. TIJER – International Research Journal, 10(9). Government of Liberia. (2022). Civil service reform strategy and implementation report. Civil Service Agency. Harari, M. B., Reaves, A. C., & Viswesvaran, C. (2022). Organizational citizenship behavior. Oxford Research Encyclopedia of Psychology. https://doi.org/10.1093/acrefore/9780190236557.013.39 Harney, B., & Gubbins, C. (2024). Human resource development (HRD) meets human resource management (HRM): A skills based agenda for a FRAGILE world order. Advances in Developing Human Resources, 26(4), 160–178. https://doi.org/10.1177/15234223241267922 International Monetary Fund. (2012). Liberia: Staff country report No. 12/45. IMF. International Monetary Fund. (2021). Liberia: Governance diagnostic assessment. IMF. Ituma, O. A., Agu, S. U., Ozo, F. K., Chinweike, O. A., & Onwe, J. C. (2023). Career development and employee performance in the Ebonyi State Civil Service, Nigeria. Journal of Chinese Human Resources Management. Karatepe, O. M., Rezapouraghdam, H., & Hassannia, R. (2022). Self-efficacy, work engagement, and job performance. International Journal of Contemporary Hospitality Management, 34(9), 3408–3427. Kareem, M. A., & Hussein, I. J. (2019). The impact of human resource development on employee performance and organizational effectiveness. Management Dynamics in the Knowledge Economy, 7(3), 307–322. https://doi.org/10.25019/MDKE/7.3.02 Karngbeae, L. D. (2023). Quality education and neglected trained teachers in Liberia: A dilemma of efficient human resource development. Advances in Social Sciences and Management, 1(9), 46–64. Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and application. Sage. Miao, C., Humphrey, R. H., & Qian, S. (2023). Emotional intelligence and job performance: An updated meta-analysis. Human Performance, 36(2), 95–118. Michel-Schuldt, M., Billy Dayon, M., Toft Klar, R., Subah, M., King-Lincoln, E., Kpangbala Flomo, C., & Broniatowski, R. (2018). Continuous professional development of Liberia’s midwifery workforce—A coordinated multi-stakeholder approach. Midwifery, 62, 77–80. https://doi.org/10.1016/j.midw.2018.02.023 Mulrow, C. D. (1994). Rationale for systematic reviews. BMJ (Clinical Research Ed.) 309(6954), 597-599. Newman, A., Schwarz, G., Cooper, B., & Sendjaya, S. (2023). Self-efficacy and employee performance: A meta-analytic review. Journal of Vocational Behavior, 145, 103903. Noe, R. A. (2020). Employee training and development (8th ed.). McGraw-Hill Education. Nor, A. I. (2023). Improving employee performance and public service delivery through training and development: Case of civil service of federal government of Somalia. International Journal of Business and Management, 18(2), 145–157. https://doi.org/10.5539/ijbm.v18n2p145 Obazuaye, C. O. (2024). Defining human resource development: An integrative literature review. European Journal of Training and Development, 48(10), 102–118. https://doi.org/10.1108/EJTD-07-2024-0088 OECD. (2023). Government at a glance 2023. OECD Publishing. https://doi.org/10.1787/3d5c5d31-en OECD. (2020). Government at a glance 2020. OECD Publishing. Ogloblin, V. A. (2025). Clarification of the definition of personnel development. Economy and Business: Theory and Practice, (6), 146–152. https://doi.org/10.24412/2411-0450-2025-6-146-152 Omodia, S. M., & Abekhe, S. O. (2025). Challenges and prospects of training and manpower development in the Nigerian civil service: Pathways to an efficient public sector. RJIP: Journal for Social Sciences, 2(4), 660–672. https://www.rapidjournals.com⁠ Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington Books. Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature. Journal of Management, 26(3), 513–563. Rowe, L. A., Brillant, S. B., Cleveland, E., Dahn, B. T., Ramanadhan, S., Podesta, M., & Bradley, E. H. (2010). Building capacity in health facility management: Guiding principles for skills transfer in Liberia. Human Resources for Health, 8, 5. https://doi.org/10.1186/1478-44918-5 Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). The science of training and development in organizations: What matters in practice. Psychological Science in the Public Interest, 13(2), 74–101. Seneviratne, H. A. B. B., & Kaluarachchi, I. (2024). The impact of training and development on employee performance. Proceedings of the 8th CIPM International Research Symposium - Sri Lanka, 251–260. Singh, P. M., & Vinci, I. M. (2023). Career development and employee performance: Study of the public sector in Indonesia. Journal of Business Management & Innovation (JBMI Insight), 1(2), 20–29. Spreen, T. L., Afonso, W., & Gerrish, E. (2020). Can employee training influence local fiscal outcomes? The American Review of Public Administration, 50(4–5), 401–414.https://doi.org/10.1177/0275074020911717 Tamsah, H., Ilyas, G. B., Nurung, J., Jusuf, E., & Rahmi, S. (2023). Soft skill competency and employees’ capacity as the intervening factors between training effectiveness and health workers’ performance. Cogent Business & Management, 10(1), Article 2199493. https://doi.org/10.1080/23311975.2023.2199493⁠ Ternni, A. S., Abdulai, I. A., & Mohammed, A. (2014). Employee training and development: What trade-offs for the public sector in Ghana? European Journal of Business and Management, 6(22), 32–47. Thoronka, N., & Combey, H. P. (2024). The impact of training and development on employees’ performance in commercial banks of Sierra Leone: Case study: United Bank of Africa (SL) Ltd. European Journal of Human Resource Management Studies, https://doi.org/10.46827/ejhrms.v8i1.1797⁠ Tranfield, D., Denyer, D. & Smart, P. (2003). Towards a methodology for developing evidence informed management knowledge by means of a systematic review. British Journal of Management, 14(3), 207–222. https://doi.org/10.1111/1467-8551.00375 Van Dooren, W., Bouckaert, G., & Halligan, J. (2021). Performance management in the public sector (3rd ed.). Routledge. 60 Virginia Wilson (2016). Research Methods: Systematic Reviews: Evidence-Based Library and Information Practice, 8(3), 83-84. https://ejournals.library.ualberta.ca/index.php/EBLIP/article/view/20437/15753 61 World Bank. (2020). The human capital index 2020 update: Human capital in the time of COVID-19. World Bank. 62 World Bank. (2021). Governance: Improving public sector performance. World Bank. 63 World Bank. (2024). Liberia Governance Reform and Accountability Transformation (GREAT) Project: Project appraisal document. World Bank.