Training-Based Activities and Employee Performance in Rwanda
DOI:
https://doi.org/10.53819/81018102t5272Abstract
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
References
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. https://doi.org/10.1177/1534484313497947
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. https://doi.org/10.1007/978-3-319-28281-7_4
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. https://doi.org/10.29322/IJSRP.9.08.2019.p9262
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. https://doi.org/10.32479/irmm.8025
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). https://doi.org/10.1007/s11205-013-0505-6
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. https://doi.org/10.18196/jgp.112114
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. https://doi.org/10.46827/ejhrms.v5i2.1107
Landa, E. (2018). Influence of Training on Employees Performance in Public Institution in Tanzania. 8(2), 324–336. https://doi.org/10.5296/ijhrs.v8i2.13136
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. https://doi.org/10.1504/IJBEX.2021.10043973
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). https://doi.org/10.36295/ASRO.2020.231329
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
