Effect of Training Programs on Organizational Performance of Meru County Government, Kenya

Abstract

The purpose of this study was to examine the effect of training programs on the organizational performance of Meru County Government, Kenya. The study adopted a descriptive research design, which enabled assessment of the characteristics of the population. The target population comprised 33 senior-level managers and 677 middle-level employees in 11 departments of the Meru County Government. The study used the purposive sampling method to sample 11 CECs, 11 directors, and 11 administrators, while the simple random method was used to sample the middle-level employees’ sample size. In determining the sample size of the population, the

Yamane formula was used to arrive at the sample of 251 middle-level employees. The middle- level employees answered the questionnaires, whereas the senior-level management was

interviewed. A pilot study was conducted in the Tharaka Nithi County Government. Additionally, the Cronbach alpha method was used to measure reliability. The study assessed content and criterion validity. SPSS software version 24 was used to analyze descriptive statistics such as frequencies, percentages, and means. Additionally, inferential statistics such as model summary and ANOVA were developed, as well as regression coefficients to determine the model of the study. The correlation coefficient for training programs was r = 0.501 at α < 0.002 and a 99% significance level, which enabled the study to reject the null hypothesis. It was concluded that training programs were vital towards enhancing the performance of the county government. Their contribution made it possible to transfer skills and knowledge from the management to the staff within reasonable time and environment. The skills transferred enabled them to remain relevant in their industries and professions. That notwithstanding, the number of trainings offered to the staff was still few as compared to the training needs placed by business demands. The study recommends the need for the county government leadership develop an adequate policy framework that would increase the budget allocated to training and development programs that can support employees. Additionally, the departmental managers should encourage the employees to collaborate with their colleagues in gaining peer-related training on operations. The employees are also encouraged to develop proactiveness with regard to seeking information and knowledge from the internet and other external sources so as to become innovative in their roles. They do not necessarily have to wait for formal training in the county government to take place to gain work-related insights.