Examining the Relationship between Training and Employee Performance in Rwanda, Nyagatare District Local Government

International Journal of Research and Innovation in Social Science (IJRISS) | Volume IV, Issue III, March 2020 | ISSN 2454–6186

 Examining the Relationship between Training and Employee Performance in Rwanda, Nyagatare District Local Government

Dr. Benard Nuwatuhaire (PhD), Uwimana Ndiyaye Innocent
 Kigali Independent University (ULK), Rwanda

Abstract: – This study sought to establish the relationship between training and employee performance in Rwanda, Nyagatare District Local Government. The researcher adopted a cross-sectional design using a sample of 131 respondents. Quantitative data was analysed using descriptive statistics, correlation and regression analyses. It was established that training and performance positively significantly predicted employee performance. It was hence concluded that, receiving instructions on the job from their superiors, learning on the job under experts, further studies, mentoring, effective coaching sessions from superiors, refresher courses and receiving updated training significantly influenced employee performance. It was thus recommended that government agencies including local governments other organisations should prioritise giving of instructions on the job by superiors, having experts to train staff on the job and provide mentoring, effective coaching sessions, refresher courses and updated training for staff.

Key words: Training, employee performance

I. INTRODUCTION

Organisations have apparently prospered based on their existing human resources. Human resources are probably the only resource that must be available for the organization to function, the size or quality of human resource notwithstanding (Obong’o, 2014). It is important that business owners and employers realise the essential role played by this resource and the success that is brought thereby in terms of skills and abilities that they exhibit (Price, 2007).

Theoretical Review

The theory that underpinned this study was the Herzberg’s Two Factor Theory which the hygiene and motivation factors theory. This theory which according to Chandan (2010) unveils certain factors in that cause job satisfaction leading to job performance, and a separate set of factors that cause dissatisfaction will be the basis of this study. Akrani (2010) states that Herzberg’s theory of motivation is also called ‘Two Factor Theory’, ‘Dual Factor Theory’ and ‘Hygiene/ Maintenance Theory of Motivation’. Akrani (2010) points out that according to Herzberg, the Hygiene Factors do little contribution to provide job satisfaction. Herzberg called these factors “dissatisfiers’ as their absence cause dissatisfaction but their presence is not motivating but only prevent dissatisfaction.

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