Relationship Between Training Methods and Employee Performance in Nairobi County Government, Kenya

Abstract

Employee training upgrades aptitudes, knowledge, skills, and attitudes all of which improve employee performance and ultimately corporate profitability. Employee training is delivered through a variety of methods. Training improves workforce innovativeness and capability to leading to better performance. The study sought to establish the relationship between training methods and employee performance in the Nairobi County Government, Kenya. The study was anchored on three theories; resources based, human capital and cognitive flexibility. Descriptive survey design was used. The target population was 1,283 staff; categorized into senior, middle, lower and general duty, in the Nairobi County Government. A sample of staff of ninety three (93) employees was selected using simple random stratified sampling technique to represent the staff since the target population was of heterogeneous nature and descriptive statistics techniques were used to analyze the data. The key findings were that on-the-job training methods enhance employee performance in Nairobi County Government. According to the findings the on-the-job training used in Nairobi County Government are job instruction technique, induction, product knowledge training and apprenticeship training. The study also revealed that product knowledge leads to increased creativity and innovative, and that induction leads to improved quality of output. According to the findings the off-the-job training methods in Nairobi County Government are talks/lectures, role playing, games and simulations/models. The study also revealed that role playing increases creativity and innovative, sensitivity training ensures reduced absenteeism and employee turnover, and computer-based training enhances understanding of organizational goals. The study concludes that on-the-job training used in Nairobi County Government are Job instruction technique, induction, product knowledge training and apprenticeship training. The study also concludes that the off-the-job training methods in Nairobi County Government are talks/lectures, role playing, games and simulations/models. The study recommends that the County government regularly informs employees of upcoming training programs, regularly review the training programs, provide feedback to employees on impact of training on performance, and provide opportunity for staff to participate in planning and implementation of training. The study was limited to the survey questionnaire as the data collection instrument. The limitations of the study included reliance on the respondents’ as the only source of information. It is proposed that similar study is conducted in other County Governments in Kenya for comparative analysis and using other methodologies.