Employee Training and Organisation Performance in the Parliamentary Service of Uganda.

Abstract

The study examined the relationship between employee training and organization performance in the Parliamentary Service of Uganda. The objectives were; to establish the relationship between training regulations and organization performance, to examine the relationship between types of training and organization performance, and to determine the relationship between training resources and organization performance in the Parliamentary Service of Uganda. The study adopted a correlation research design where quantitative and qualitative approaches were used. A total of 253 questionnaires were distributed to respondents and 216 fully filled and returned; 14 interviews were conducted, and the overall response rate was 85%. Simple random and purposive samplings were used as sampling techniques. Analysis was done using both descriptive, and inferential statistics of Spearman’ correlation coefficient (rho). Qualitative data was examined and categorized into themes, while quantitative data was coded and entered into SPSS package. Findings were done per objective; objective 1 showed a correlation coefficient of 0.538, objective 2 revealed a correlation coefficient of 0.549, and objective 3 showed a coefficient of 0.595. All findings in the three objectives indicated a moderate positive significant relationship between organization performance and the training concepts of regulations, types and resources. The researcher therefore concluded that training regulations, types of training, and training resources all have a relationship with organizational performance in the Parliamentary Service of Uganda. Basing on the findings, the study recommended that the Parliamentary Service should conduct training needs assessments before recommending trainings for its employees, front a transparent training policy which provides for equal opportunities in training, promote off-the-job training as staff consider it more motivating, and further uphold its investment on training and development. It should also conduct training evaluations to determine the effectiveness of the trainings obtained by staff, and provide adequate guidance to staff so as to perform much better.