Human Resource Training as a Strategic Lever for Successful Organizational Change amid Contemporary Transformations: A Field Study of CAB Amor Ben Amor Food Caster Enterprise in Guelma

Abstract

This study aims to highlight human resource training as a strategic approach to ensuring the success of organizational change within Algerian economic institutions in light of rapid contemporary transformations. It seeks to analyze the stages of the training process and to assess the extent of their contribution to supporting and activating organizational change within the organization. The study relies on both primary and secondary data and adopts descriptive and analytical methodologies. The Statistical Package for the Social Sciences (SPSS V20.0) was employed to examine the nature of the relationship between the dimensions of human resource training and organizational change.
The field study was conducted on a sample of 160 employees at the Amor Ben Amor Food Canning Company (CAB), located in the municipalities of Bouati Mahmoud and El Fedjoudj in Guelma Province. Data were collected through a structured questionnaire. The findings indicate that achieving organizational excellence and sustainability represents a key strategic objective for economic institutions, and that the case organization seeks to realize this objective through developing employees’ skills, improving performance levels, and keeping pace with technological advancements. The results further reveal a strong positive correlation, statistically significant at the 0.05 level, between the dimensions of training and organizational change. This confirms that investment in human resource training constitutes a fundamental pillar for enhancing organizational readiness for change, strengthening competitiveness, and ensuring sustainability in a dynamic and complex organizational environment.