01Oct 2018

INFLUENCE OF EMPLOYEE TRAINING ON ORGANIZATIONAL PERFORMANCE: A CASE OF KISII COUNTY GOVERNMENT, KENYA.

  • School of Business and Economics, Jaramogi Oginga Odinga University of Science and Technology
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Employee training plays a crucial role in ensuring that staffs in organizations have the desired skills and knowledge for better discharge of the assigned duties: to attain desired organizational objectives. Employee training not only ensures better performance but also enhances individual satisfaction in terms of self-actualization: hence, reduces turnover rates. Past studies on influence employee training and organizational performance have majorly focused on private organizations that aim at making profit and leaving public organizations under researched: especially in developing countries that tend to invest heavily in capacity building of employees through regular training programs. This study focused on Kisii county government, which is part of the new devolved system of government in Kenya. The objective was to establish the influence of employee training on organizational performance. The study employed a descriptive research design. The target population was 5111 employees who work in the county government: A sample size of 357 employees used. The sample size got through use of Krejcie & Morgan (1970) table for cases of finite population sizes. The main data collection instrument used was questionnaire. Data analysis done using descriptive and inferential statistics and results presented using tables and figures. The findings indicated that there is a positive and significant influence of employee training on organizational performance


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[Joash Omosa, Maria Onyango and Arvinlucy Onditi. (2018); INFLUENCE OF EMPLOYEE TRAINING ON ORGANIZATIONAL PERFORMANCE: A CASE OF KISII COUNTY GOVERNMENT, KENYA. Int. J. of Adv. Res. 6 (10). 35-40] (ISSN 2320-5407). www.journalijar.com


Joash Omosa
School of Business and Economics, Jaramogi Oginga Odinga University of Science and Technology

DOI:


Article DOI: 10.21474/IJAR01/7782       DOI URL: http://dx.doi.org/10.21474/IJAR01/7782


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