Training-Based Activities and Employee Performance in Rwanda


  • Gakuba Uwera Gloria Mount Kenya University
  • Dr. Njenga Gitahi Director, SPGS, Rwanda



Employees are a company's most valuable asset. They cannot be overestimated in their contribution to a company's success. As a result, to enhance work performance, these unique assets must be equipped through appropriate training. The purpose of this study therefore, was to determine the extent to which group discussion activities affect employee performance at ISON business process outsourcing in Kigali in Rwanda. This study employed a descriptive research design. The study was supported by 40 respondents. Questionnaires and documentation reviews were used as data collection instruments. IBM SPSS version 26 was used in data management. The findings revealed that there is an extent to which group discussion activities affect employee performance, the overall mean of the results was 4.46 that was between agree (4) and strongly agree (5), it presented that significantly group discussion in organization affect employee performance. The findings resulted that the relationship between group discussion and employee performance was .880** which indicated that there was a statistically significant relationship between between training-based activities and employee performance. The results indicated that the variables were statistically significant with regression mean square of 4.946 and P-value =.000b which concluded that training-based activities affect employee performance in ISON Business Process Out-resourcing (ISON BPO) Kigali, Rwanda. The study recommended that the Ministry of Public Service and Labour should enforce the public and private companies to integrate in their agenda the programs of training-based activities for developing employee performance and skill & knowledge development. The study recommends the Ministry of Public Service and Labor should enforce the public and private companies to put in their agenda the programs of training-based activities for developing employee performance and skill & knowledge development. ISON Business Process Outsourcing (BPO) in Kigali, Rwanda, should prioritize and intensify its focus on group discussions as a primary tool for employee development and engagement. Furthermore, the establishment of clear, measurable performance metrics is essential. This will allow the company to effectively assess and continually refine the impact of these training programs, thereby ensuring a workforce that is not only highly skilled but also deeply integrated and aligned with the organization's objectives and vision.

Keywords: Training, Role playing, Job rotation and Employee performance

Author Biographies

Gakuba Uwera Gloria , Mount Kenya University

Post graduate student, Mount Kenya University, Rwanda

Dr. Njenga Gitahi, Director, SPGS, Rwanda

Director, SPGS, Rwanda


Ananthalakshmi, M & Ming, H. Y. (2019). Impact of training methods on employee performance in a direct selling organization, Malaysia. IOSR Journal of Business and Management, 21(10):7-14

Barbara, O. M., Klodiana, K., Tony, L. (2013). Training methods: A Review and Analysis, Human Resource Development Review 13(1):11-35.

Becton, L. (2023). 15 Learning Theories in Education (A Complete Summary), Education Corner, 1-35

Deogratias.N. (2016). Influence of Training on Employee s ’ Performance : A case study of Tanga Urban Water Supply and Sewerage Authority , Tanzania. (n.d.)

Ferreira, A. P. (2016). Training and Development in Organizations: Start at the Beginning, Theory and Application of Business and Management Principles, Springer, 7(4):105-121.

Gipson, O. K (2019). Impact of employees’ training and development on organizational performance: A case of the National Bank of Commerce (NBC), Mwanza City, International Journal of Scientific and Research Publications 9(8):9262.

Halawi, A. H. (2018). Effects of Training on Employee Performance. June.

Hermina, U. N & Yosepha, S. Y (2019). The model of employee performance, International Review of Management and Marketing 9(3): 69-73.

Hueimei, L., Rui-Hsin, K., Chung-Cheng, T. & Chang-Chiang, C. (2014). The influence of education and training on work attitudes and the moderating effect of supervisor attitudes: Examining Chinese employee. Social Indicators Research 119(2).

Idris, S. D., Nwaodike, C. A., Oni, M. (2020). Recruitment, training and employee productivity in Nigerian Customs Service. Journal of Government and Politics 11(2):202-228.

Kirigia, V. G. (2017). Effect of training on employee performance in Kenya power.

Kumaran, K. (2021). The impact of training and innovation on organizational performance in the Hospitality Industry in Malaysia: Job

satisfaction as mediator. European Journal of Human Resource Management Studies, 5(2):86-111.

Landa, E. (2018). Influence of Training on Employees Performance in Public Institution in Tanzania. 8(2), 324–336.

Loay, B. I & Mohamed, A. A. M, (2021). Impact training and development on employee performance and productivity in Jordan, International Journal of Business Excellence 1(1):1.

Okumu, E. L., & Kiflemariam, A. (2019). Effects of Employee Training on Employee Performance: A Case of the Judiciary of Kenya. September.

Onyango, A. (2014). The Effect of Training and Development On Employees’ Performance; At Safaricom Limited Call Centre. International Journal of Human Resource, 2(3), 49–52.

Ratnasari, S. L, Gandhi, S., & Adam. (2020). The effect of job satisfaction, organizational culture, and leadership on employee performance, Annals of Tropical Medicine Public Health 23(13).

Ravikant, B. S., (2019). Training and Developmen: Process, Types and Impact. Human Resource Development Review 13(1):36-52

Sandamali, J. G. P, Padmasiri, D, Mahalekamge, & G., Mendis, M. V. S., (2018). The relationship between training and development and employee performance of Executive Level Employees in Apparel Organizations, International Journal of Scientific Research 2(1):12-17




How to Cite

Gloria , G. U., & Gitahi, N. (2023). Training-Based Activities and Employee Performance in Rwanda. Journal of Human Resource & Leadership, 7(5), 88–109.