TRAINING AND STAFF PRODUCTIVITY IN BOMET COUNTY, KENYA

PURITY CHEPKORIR KIRUI; WELDON KIBET NG’ENO

doi:10.61426/rjssh.v7i1.506

PURITY CHEPKORIR KIRUI Department of Public Policy and Administration, Kenyatta University, Kenya
WELDON KIBET NG’ENO, PhD Lecturer, Department of Public Policy and Administration, Kenyatta University, Kenya

DOI: https://doi.org/10.61426/rjssh.v7i1.506

Keywords: Training Programmes, Staff Productivity, Formal Training, On-The-Job Training, External Training, Training Frequency

Abstract

The study explored the relationship between training and productivity in the devolved government of Bomet County. Goal Setting Theory and Human Capital Theory were the theoretical framework. The research used a mixed-method approach allowing for a comprehensive analysis of the relationship between training and staff productivity. Data derived from a population of 3,201 public servants spanning diverse departments within Bomet County, for which a sample size of 343 participants was selected using Cochran's formula for finite populations. Data collection tools were a semi-structured questionnaire aimed at collecting both qualitative and quantitative data levels. Quantitative data was subjected to descriptive statistics analysis comprising means and standard deviations, whereas inferential analysis through linear regression was carried out to test the significance of training on productivity. Thematic analysis was applied to qualitative data to enrich understanding of employee experiences of training and their perceptions of its impact on productivity. The study demonstrated that Bomet County staff productivity receives substantial enhancement through multiple human resource development methods which organizations implement. The workforce possesses excellent capacity for development because most employees believe that actual work experience and structured educational programs help them succeed in their job responsibilities. The study further concluded that there is no significant relation between formal training, on-the-job training, external training, training frequency and worker performance. The statistical rejection of all null hypotheses proves that formal training, on-the-job training, external training, and training frequency all contribute essential benefits that improve worker performance.

Author Biographies

PURITY CHEPKORIR KIRUI, Department of Public Policy and Administration, Kenyatta University, Kenya

Department of Public Policy and Administration, Kenyatta University, Kenya

WELDON KIBET NG’ENO, PhD, Lecturer, Department of Public Policy and Administration, Kenyatta University, Kenya

Lecturer, Department of Public Policy and Administration, Kenyatta University, Kenya

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