Title: Job Training And Its Impact On Organizational Performance In Uganda: A Case Study Of Kabale District Local Government
Authors: Ahumuza Audrey, Akampurira Sarah
Volume: 8
Issue: 8
Pages: 18-22
Publication Date: 2024/08/28
Abstract:
Job training and continuous skills development of public sector employees is recognized globally as a strategic imperative for boosting organizational performance, productivity and quality service delivery. However, many local governments in Uganda continue to face challenges in establishing strategic and well-resourced training functions due to systemic capacity and budgetary constraints. This descriptive study sought to evaluate the impacts of job training on Kabale District Local Government as an illustrative case, with the aim of generating evidence to guide policy and practice reforms. The study employed a mixed methods approach, collecting both quantitative and qualitative data between January to June 2020. A review of administrative documents provided contextual background. Key informant interviews were conducted with 15 senior officials using semi-structured guides. Self-administered questionnaires administered to 270 randomly sampled staff gathered data on training participation rates (averaging 35% annually), perceived skill gains and associations with individual productivity, motivation and retention. In addition, focus group discussions involving 45 participants and analysis of secondary performance records from 2015-2019 offered rich insights. Regression analysis established robust positive relationships between investment in training quality (coefficient=0.45, p=0.002), expanded access (coefficient=0.30, p=0.018) and managerial support (coefficient=0.22, p=0.045), on one hand, and enhanced staff productivity (62% variability explained), motivation and loyalty, on the other. However, training challenges presented a significant negative effect (coefficient=-0.40, p=0.003). Performance tracking revealed improvements in areas like immunization rates (85% to 73%), learning achievement (72% to 60%) and revenue collection coinciding with systematic skills upgrading.