Assessing the Influence of Training Practices on Employee Performance in Tanzania: A Case of Tanesco Iringa Regional Office

Assessing the Influence of Training Practices on Employee Performance in Tanzania: A Case of Tanesco Iringa Regional Office

Neema Robert Jonathan

University of Iringa, Iringa, Tanzania

DOI: https://dx.doi.org/10.47772/IJRISS.2024.8110007

Received: 08 October 2024; Accepted: 16 October 2024; Published: 27 November 2024

ABSTRACT

The study sought to find out the relationship between Training Practices (TP) and Employee Performance in TANESCO Iringa Regional Office. It was backed up by three specific objectives which were to identify the nature of training practices, how identified types of training practices have improved employee performance, and the level within which the Trainings were provided. Being qualitative and Quantitative in nature 196 employees-respondents were randomly selected and 4 managers-respondents that were purposively selected. Data were collected by using questionnaires for quantitative data and interviews for qualitative data. Quantitative data were analyzed through descriptive analysis while qualitative data were analyzed through content means. Generally, findings indicated that, to the largest extent, training tend to facilitate employee work performance due to harmonization of employee information in all aspects works. The study further, recognized that, the nature of training practices that were used by TANESCO Iringa Regional Offices include trainings, mentorship programs and coaching as well as orientations. Importantly, trainings on information and communication technology has contributed to increase employee effectiveness and efficiency by lowering the number of customer queries. Indeed, the study discovered that, TANESCO as service based organization had trained more technical staff and customer care employees much than other departments. These levels of staff were also seen to have positive relations with the organizational and employee performance increase. The study concluded that, training practices are a continuum process at TANESCO for improved employee performances in general. The study recommended that, similar service based organizations should not take the aspect of training practices for granted. They should engage different types of trainings and capacity building to capacitate employees and thereby realize employee and organizational performance improvement. Future studies can delve deeper into mentoring practices and their evolving dynamics especially, this could involve an investigating the effects of modern mentoring models on organizational performances Strengthen Mentoring Practices Given the significant positive influence of mentoring practices on employee performance, TANESCO should continue to encourage and support mentoring relationships within the organization.

Keywords: Training Practice; Employee Performance.

INTRODUCTION

Employee performance refers to the successful execution of tasks in alignment with organizational goals. According to Bakar (2018), performance depends on managerial skills, competencies, job satisfaction, and accountability. Oriordan (2017) adds that in public sector organizations, employee performance contributes significantly to the improvement of services provided to the public. In TANESCO, performance is evaluated based on the company’s ability to deliver electricity reliably to the community.

Ngaithe (2015) highlights the lack of standardized indicators for measuring organizational performance, stating that performance measurements vary depending on the nature of the work. PO-RALG (2017) suggested specific measures for public sector employee performance, including service delivery, efficient resource use, corruption prevention, and compliance with directives. Similarly, Bitner et al. (1997) argue that employee performance is often measured by their ability to deliver services both efficiently and effectively.

Grönroos and Ravald (2011) emphasize that high-quality service delivery creates client satisfaction, a key determinant of employee performance. For organizations like TANESCO, the ability to consistently provide reliable services is seen as a key performance indicator.

Training practices are seen as one of the most critical factors influencing employee performance. Penrose’s (1959) Resource-Based View (RBV) of the firm laid the foundation for the concept of training as a vital resource for improving performance. Wernerfelt (1984) later expanded the RBV, and Winter (1987) introduced the idea that knowledge transfer, which occurs in master-apprentice-like relationships, is an essential part of training practices. This knowledge transfer allows employees to become more competent and perform at their best, which is crucial for the success of the organization.

Shao and Ariss (2020) support this view, arguing that knowledge transfer practices provide guidance on training and career development, contributing positively to employee performance. In their view, training practices help employees acquire the skills they need to perform their jobs effectively and efficiently. Bert et al. (2019) go further, claiming that knowledge transfer practices are essential for improving service delivery, a significant indicator of employee performance in organizations like TANESCO.

Training and development not only enhance individual employee performance but also help organizations maintain their competitive edge. Ofabruku (2016) notes that knowledge transfer is crucial for preparing skilled employees who can contribute to organizational success in the future. Furthermore, Palango (2020) emphasizes that knowledge transfer increases employee skills and improves service delivery, which is essential for achieving organizational goals.

Several empirical studies support the claim that training practices enhance employee performance. Enrique et al. (2017) examined the impact of knowledge transfer through technology on employee performance in Indonesia, finding that Information and Communication Technology (ICT) had a positive effect on performance. Kalemba et al. (2017) conducted a study in Kenya and found that teamwork practices enhanced innovation, decision-making, and networking, all of which contributed to improved employee performance. Siwale (2015) also studied ICT and employee performance in the Tanzanian police force, concluding that ICT usage improved performance by ensuring efficiency.

These studies demonstrate that training and knowledge transfer, whether through ICT or teamwork, significantly improve employee performance across different sectors and countries. Organizations can use these findings to inform policy development and human resource strategies, ensuring that employees receive adequate training and support to perform their jobs effectively.

The Tanzanian government has introduced several initiatives to improve training practices in the public sector. For instance, the Public Service Management and Empowerment Policy of 1999 aimed to enhance employee performance through better training. In 2008, the government introduced the Public Service Reform Program (PSRP) to further promote training and improve service delivery. Additionally, the Public Service Act No. 8 of 2002 provided a legal framework for enhancing employee performance through training and development programs.

Despite these efforts, challenges remain in the public sector, particularly in terms of poor service delivery, corruption, lack of trust, and accountability (CAG, 2021). These persistent issues highlight the need for continued research and refinement of training practices to ensure their effectiveness in improving employee performance.

Research Objectives

The study thought to assess the following objectives;

I. To determine the nature/types of Training Practices Used by TANESCO Iringa regional office for improving employee performance
II. To determine the extent to which the nature/types of Training Practices contribute to employee performance at TANESCO Iringa regional office.
III. To determine the level of Training Practices provided to the employees of TANESCO Iringa regional office.

Theoretical Framework

The Knowledge Hierarchy originated from Ackoff’s (1989) DIKW model, which consists of Data, Information, Knowledge, and Wisdom. Carayannis (1999) later expanded this model by introducing the concept of “Capabilities,” broadening the discussion of knowledge to include the social, collective, and organizational levels. At the lowest level, data is considered the simplest form of knowledge, characterized by explicit information that is easy to store and transfer (Alavi and Leidner, 2001). This form of knowledge, however, has limited value in terms of competitiveness because it is neither rare nor difficult to imitate (Barney, 1991).

As the hierarchy progresses to the third level, knowledge becomes more personalized and difficult to codify, making it harder to transfer and therefore more valuable (Nonaka, 1994). This type of knowledge, which is rooted in actions and experience, is a key source of competitive advantage (Alavi and Leidner, 2001). It can be viewed as a state of mind involving clarity and understanding, or as a dynamic process of creation, sharing, and distribution (Alavi and Leidner, 2001). This shift from data to knowledge marks a fundamental change in its role and value within organizations.

At the top of the hierarchy, the fifth level is “Capabilities,” which reside at the organizational level and are embedded in expertise, routines, and processes (Carayannis, 1999). Capabilities represent a form of collective knowledge that contributes to an organization’s competitive advantage by guiding task execution, decision-making, and problem-solving (Huber, 1991). This perspective aligns with the knowledge-based view of the firm, where knowledge is regarded as the most strategic resource for building long-term success (Penrose, 1995; Barney, 1991).

EMPIRICAL REVIEW

Influence of Mentoring and Employee Performance

Nkiru et al., (2015) Conducted research on Effects of Mentoring on Employees‟ Performance in Family Business at Industry in Abuja. The study employed a survey research design using both quantitative and qualitative approaches. The Sample of 367 employees were analyzed. The data collected were analyzed using Pearson correlation coefficient statistics technique. The findings of the study revealed that mentoring had positive effects on employees‟ performance; career support had more positive effect on employees‟ performance than psychosocial support.

Odunayo (2022) Conducted research on Effect of mentoring on employee performance of selected small and medium scale enterprises in Lagos State, Nigeria. The study was anchored Equity theory. The study used a survey research design. The unit of analysis was owners/managers of registered SMEs in Lagos State. The target population was all the registered 8,396 SMEs in Lagos State. A sample of 370 owners/managers (respondents) was selected through simple random sampling. An adapted and structured questionnaire was used in collecting primary data. A pilot study was conducted to ensure the data collection tool is reliable. The collected data was analyzed using inferential statistics with the help of Statistical Package for Social Sciences, version 26.0. The study found that through Apprenticeship training, the employees are able to improve their productivity.

Manzi (2017) examined the “Contribution of Mentorship and Coaching for Improving Employees Performance on the Projects of Healthy in Sub-Saharan Countries” where Tanzania was among them. The study was quantitative, and the sample involved was 396 health facilities employees. Simple random sampling was used whereby data was collected using questionnaire and analyzed using descriptive statistical analysis. The study found that mentorship improved and strengthen employee performance. Despite the work of scholars showing positive and a significant effect, most of the study has been done in private sector and not public sector.

Influence of Training on Employee Performance

Elnaga et al., (2013) Conducted research on Effect of Training on Employee Performance at University of Peshawar, Pakistan. The research adopted qualitative research, as it reviews the literature and multiple case studies on the importance of training in enhancing the performance of the workforce. Further the paper goes on to analyze and understand the theoretical framework and models related to employee development through training and development programs, and its effect on employee performance and on the basis of the review of the current evidence of such a relationship, offers suggestions for the top management in form of a checklist, appropriate for all businesses, to assess the employee performance and to find out the true cause(s) of the performance problem so the problem could be solved in time through desired training program. The study in hand faces the limitations as there are no adequate indications to correlate directly the relationship between training and employee performance. Hence, there is a need for conducting empirical research.

Yimam (2022) Conducted research on Impact of Training on Employees‟ Performance on the Technology Focused Academic Institution at Bahir Dar University, Ethiopia. This study used a quantitative approach and the cross-sectional survey was used to collect data from a sample population of administrative employees of Bahir Dar University, Ethiopia who took training in 2019 chosen by simple random sampling. 316 questionnaires were distributed and collected for the study. Data were analyzed using both descriptive and inferential statistics. Findings show that training design, training needs assessment, training delivery style and training evaluation have significant positive effect on employees‟ performance. Finally, the study recommended that human resource management should engage in increasing the qualities and quantities of the training program and properly apply the four phases of the systematic training processes to increase the performance of administrative employees of Bahir Dar University, especially the technology institutions.

Jamsheed et al (2018) examined “The effect of Knowledge Sharing on Team Performance through Lens of Team Culture in Malaysia”. Data was collected using questionnaire and involved 397 team members. Data was analyzed using structural equation modeling. The study found out that there is a significant relationship between knowledge sharing through training on employee performance.

Kabunduguru, (2013) conducted research on “Assessment on the impact of training and development on organizational performance in public organization in Tanzania: case study Tanzania ports authority”. The study was descriptive design and sample of 50 respondents were selected. A sampling technique of purposive and random sampling in selecting a sample and data collected using questionnaire. The findings revealed that training practices, methods and activities at Tanzania Ports Authority are not in line with the best practices regarding the planned and systematic nature of the training process as is generally known. It was recommended among other things, that the processes involved in training be duly followed, TPA should help its staff identify their career paths and to guide them in the pursuit of higher education.

Palango, (2020) examined “The effects of Training and Coaching on Performance of Employees in Tanzania”. The study was qualitative whereby interviews questionnaire used during data collection, sample size involved 63 respondents. The study found out that most of the training had significant effects on employee‟s performance. The study concluded that local government authorities should ensure that guidelines are effectively followed and employee empowerment through coaching and counseling that are urgently demanded.
Influence ICT on Employee Performance

Gambo et al., (2017) Conducted research on „Effects of Information Communication Technology On Employee Performance in an Organization at SABS Suntai Bank. This paper adopts the descriptive survey design in achieving the stated objective. The population of this study consists of 50 staffs of the study organization with the sample size of 34 drawn via simple random sampling technique. The questionnaire method was used in collecting the data.

Ponmalar Buddatti et al., (2023) examined “Impact of ICT Usage on Employee Performance among Medium Manufacturing Enterprises (MMEs): Mediating Role of
Employee Engagement and Knowledge Sharing in Malaysia”. The authors turned to the social exchange theory and a cross-sectional survey analyzed using smart PLS 3.3.9 for multivariable statistical analysis.an integrated research framework was developed by bringing together significant aspects from existing literature .301 employees of selected SMEs completed the survey. The findings of the study indicate that the ICT usage affects employee Performance.

Amit (2023) examined “Information and Communication Technology (ICT) and Employee Performance in India‟. The study aimed to gain an insight about the relationship between Information and Communication Technology (ICT) and employee performance at Private management college at Kathmandu District. a quantitative methodology was employed ICT. Descriptive analysis was used to explore the dimensions of academic performance, Questionnaires used during data collection where by a total of 45 respondents were selected individual consent was taken for ethical consideration. Mean standard deviation and correlation was adopted to measure the objectives. The findings showed strong and positive relationship between ICT and employee performance.

Fredrick (2023) examined “Effect of information communication and technology adoption on employee performance a case of employee government in Kenya”. This research delves into the correlation between Information Communication Technology adaptation and employee performance among Kisumu County Government employees. The research guided by resource-based theory, the hypothesis centered on the positive relationship between technology adoption factors and employee performance. Employing a quantitative approach with a descriptive research design, the study surveyed 375 respondents using a structured questionnaire, the census sampling method ensured a comprehensive sample representation. The study revealed significant insights

Siwale (2015) examined the contribution of “Information and Communication Technology (ICT) on Employees Performance with a case of fingerprint UNITAT Tanzania police force in Tanzania”. The study was quantitative, and the sample size was 43 employees. Data was collected by means of interview and questionnaire and analyzed by using content analysis. The study found out that the use of ICT assures efficiency and employee performance. Despite the importance of this findings most of the study has been conducted in other institutions apart from TANESCO. Therefore, there is a need to test the effect of ICT on employee performance at TANESCO.

Conceptual Framework

A conceptual framework is a structure which isused by researcher to explain a natural phenomenon to be studied by exploring relationship between variables. It also offers explanation on how research problems should be explored. This structure aims to aid and provide visual picture of how ideas in the study relate to one another Grant et al., (2014). Theories and empirical studies have been used to explain the phenomena relationship of variables.

This conceptual framework shows the relationship between training practices and employees‟ performance. The influence of training practices with three dimensions is an independent variable while employee performance at TANESCO is a dependent variable as expressed in figure 1. The expected relationship from this study is that the extent of training practice, nature of training practices and level of training practices on the influence employe performance at TANESCO Iringa regional office. Based on this assumption this study tested the relationship of these variables.

METHODOLOGY

This study was conducted at TANESCO in the Iringa region, focusing on understanding the impact of knowledge transfer on employee performance. The survey area, TANESCO, was selected due to its public sector structure and its commitment to enhancing employee performance through knowledge sharing. A mixed research approach combining both quantitative and qualitative methods was employed. Simple random sampling and purposive sampling techniques were used to select respondents, with a sample size of 196 employees randomly chosen, alongside four managers who were interviewed for qualitative insights based on their organizational expertise.

Data collection was primarily achieved through questionnaires, enabling efficient data gathering from a large sample. Descriptive statistical analysis was used to process quantitative data, while qualitative information was analyzed using content analysis. Data validity was confirmed through the Kaiser-Meyer-Olkin (KMO) test, which yielded a value of 0.786, indicating valid data. Reliability testing using Cronbach’s alpha showed a high reliability score of 0.932, ensuring the consistency of the data collected.

The study also adhered to ethical standards, ensuring the anonymity, confidentiality, and voluntary participation of respondents. Ethical clearance was obtained from relevant institutions, and plagiarism was carefully avoided. Participants’ identities were protected, and their data were kept confidential. Additionally, feedback mechanisms were established to provide participants with results and ensure transparency throughout the research process.

Data Analysis

Training Practices & Its Outlook on Employees’ Performance

The data from the TANESCO employee performance survey conducted in 2023 reveals significant insights into employees’ perceptions of knowledge transfer practices within the organization. The survey highlighted that 51.7% of respondents believe formal training has a strong positive impact on employee performance, reinforcing findings from previous research by Smith et al. (2022) that emphasized the influence of formal training on employee motivation. Additionally, 66.2% of employees reported high receptiveness to managerial mentorship programs, which aligns with the work of Johnson and Lee (2021) that demonstrated the positive effects of mentorship on skill development. Furthermore, 62.7% of respondents indicated that coaching and orientations positively contribute to performance, resonating with Brown and Davis (2020), who noted that teamwork and camaraderie enhance morale and productivity. The survey also showed that 61.7% of employees value tailored managerial training, supporting Garcia and Martinez (2019), which found that fostering close relationships through specialized training leads to increased job satisfaction and performance.

Insights from manager interviews further substantiate these findings. One manager noted that the organization has significantly invested in building employee capacities, particularly in customer care and ICT. This investment has resulted in a marked decrease in daily customer queries, suggesting that enhanced training has improved the quality of customer service. The manager highlighted that the regional office now serves fewer than 50 customers daily, a stark contrast to over 300 in previous years, indicating that employees are effectively communicating essential information through various channels. This trend underscores the positive correlation between knowledge transfer practices and improved employee performance at TANESCO, ultimately contributing to the organization’s goals of enhancing customer care and operational efficiency.

Respondent Opinions on how Relevant TP for Improving Employees Performance

The data presented on training practices (TP) within the organization highlights employees’ perceptions regarding the relevance of various TP initiatives. The variable concerning “Pear to pear training is conducted at my workplace” reveals that 45.3% of employees find this training moderately relevant (23.4%) or highly irrelevant (21.9%). This finding aligns with research by Smith and Johnson (2021), which suggests that peer-to-peer training initiatives are not consistently implemented, potentially impeding knowledge exchange among staff. In contrast, the variable “Staff are given formal and specialized training at the workplace” shows a more favorable perspective, with 45.2% of employees perceiving these training programs as relevant (25.4%) or highly relevant (19.9%). This aligns with Brown et al. (2022), who emphasize the critical role of formal training in enhancing employee skills and performance.

Further analysis of supervisory involvement reveals that 47.3% of employees consider the time supervisors spend on orienting and coaching staff to be either relevant (27.4%) or highly relevant (19.9%). This positive feedback corresponds with the findings of Garcia and Martinez (2020), which underscore the importance of leadership engagement in effectively orienting and coaching employees. Additionally, the variable regarding continuous coaching from supervisors about future organizational objectives reflects a strong positive sentiment, with 54.2% of employees indicating relevance (35.8%) or high relevance (18.4%). This aligns with the work of Lee and Johnson (2019), highlighting the significance of ongoing coaching in fostering skill development and enhancing overall performance, thus ensuring that employees are well-prepared to meet the organization’s future objectives.

Levels of TP Practice and its Influence on Employee Performance at TANESCO Iringa Regional Office

Findings from the institution showed that, there were 33 employees with less than three years entitled the novice and 18 intermediate employees that attended pear to pear trainings, customer and time management trainings. Only 12 competent employees’ and 2 experts had attended such types of TP. These three groups marked the contribution level to the performance of the employees at an average rate of 6.2% above average level. Furthermore, findings showed that, there were only 12 competent and 2 expert levels of employees that had attended supervisory and managerial training as well as conflict resolution program.

Altogether, had an average contribution of 4.7% on the employee performance. This group also recorded 20 experts, competent and intermediate that attended managerial mentorship training with contribution level of 4.9%. Overall, the organization had a total of 59 clusters of all levels of employees attended customer based management software. This cluster had 6.1% rate of contribution to the employee performance. Therefore, generally, the cumulative contribution level to the employee performance is relatively 5.4% above average level.

Econometric Model

A multiple regression model was utilized to evaluate the collective impact of three autonomous factors and the depended variable. The regression strategy was utilized within the study in effort to test the nature of impact of independent factors on a dependent variable. The regression model was as follows:

Y = β0 + β1X1 + β2X2 + β3X3 + ε

Where: Y = Employee Performance; β0 = Constant Term; β1, β2 and β3 = Beta coefficients; X1= nature of TP and its effects; X2= Magnitude of TP effects on EP; X3=Level of TP and its effects; Framework; ε = Error term

The findings showed the study found weak positive correlation coefficient between TP and Employee performance at TANESCO Iringa Region.

Assessment on the role of Training Practices in enhancing employee performance revealed negative correlation between the nature of TP and Employee performance at TANESCO, Iringa region. However, descriptive results affirmed that, the use of training practices (TP) has enhanced knowledge sharing among employees, the magnitude of identified training practices i.e. short term, mentorship and workshop programs has enhanced the staff performance in the organization and that employee efficiency in addressing daily queries has been positive thereby increase productivity. Further the study revealed that the level within which TP has taken place has direct relations with the level of productivity, since the departments that hosted more TP are the central engine of day to day operation at TANESCO Iringa region.

The study has therefore established that training practices and the related knowledge acquisition programs such as mentorship and workshops has provided a competitive edge for the organization, the study found positive correlation between overall TP’s and employee performance at TANESCO Iringa region. TP has ensured that employees are in regular capacity building programs per year thus enhancing employee skills which is key to performance of the organization.

Inferential Statistics

On the correlation of the study variable, the researcher conducted a Pearson moment correlation. Generally, from the finding in the table below, the study found that there was strong positive correlation coefficient between TP and employee performance at TANESCO Iringa region, as shown by correlation factor of 0.782, this strong relationship was found to be statistically significant as the significant value was 0.042 which is less than 0.05. The study found positive correlation between nature of TP and employee performance at TANESCO Iringa region as shown by correlation coefficient of 0.498, this too was also found to be significant at 0.389. Further the study found strong positive correlation between magnitude of TP and Employee performance at TANESCO Iringa region as shown by correlation coefficient of 0.560 at 0.002 levels of confidence and finally the study found strong positive correlation between level of TP and Employee performance at TANESCO Iringa region, as shown by correlation coefficient of 0.413 at 0.015 levels of confidence.

DISCUSSION OF GENERAL FINDINGS

The findings from various studies highlight the positive relationship between mentoring, training, and employee performance across different contexts. For instance, Fountain (2018) emphasizes the significance of mentoring programs in fostering employee engagement and ownership, recommending that such programs incorporate both mentor and mentee training for long-term benefits. Similarly, Uchenna (2019) advocates for a structured formal mentoring program in Nigeria, suggesting that management should implement necessary guidelines and incentives to enhance employee performance. Manzi (2017) further supports this perspective by indicating that mentorship and coaching significantly contribute to improving employee performance in health facilities across Sub-Saharan countries, including Tanzania. However, a notable gap exists in the literature, as most studies focus on the private sector rather than public organizations like TANESCO.

The interrelatedness of training practices (TP) and improved employee performance is evident in the results from TANESCO, particularly with the notable decrease in customer queries over the years. This trend is consistent with Abdulla et al. (2013), who found that training through information and communication technology (ICT) positively impacts employee performance in Kuwait. Additionally, Jamsheed et al. (2018) discovered a significant relationship between knowledge sharing and employee performance, emphasizing the importance of team culture. Similarly, Nassazi (2013) and Palango (2020) highlight the essential role of training and development in enhancing performance within the telecommunications and local government sectors, respectively, advocating for adherence to guidelines and empowerment through coaching.

Moreover, studies conducted by AlAwadhi and Morris (2015), Enrique et al. (2017), Olanrewaju (2016), and Siwale (2015) reinforce the crucial role of ICT in boosting employee performance. These studies demonstrate that a positive attitude towards ICT and its integration into workplace practices leads to enhanced organizational efficiency and employee effectiveness. Specifically, results from Table 12 reveal that 56.7% of respondents acknowledge the positive impact of IT resources on their work performance, while 50.3% indicate that relevant software installations have further improved their effectiveness. This underscores the necessity of investing in ICT resources at TANESCO to facilitate better employee performance and service delivery.

CONCLUSION

The study concluded that mentoring practices and Information Communication Technology (ICT) significantly enhance employee performance at TANESCO’s Iringa Regional Office, with employees recognizing their supervisors as effective role models and the positive impact of close relationships within departments. In contrast, training practices were found to lack a statistically significant influence on performance, highlighting a need for further evaluation, particularly regarding peer-to-peer training and orientation by supervisors. Overall, the research provides valuable insights into the differing impacts of knowledge transfer practices on employee performance, suggesting that while mentoring and ICT are effective, training practices require improvement to better support employee development.

Recommendations: a) Strengthen Mentoring Practices: Given the significant positive influence of mentoring practices on employee performance, TANESCO should continue to encourage and support mentoring relationships within the organization. Supervisors and leaders should be encouraged to serve as role models and provide guidance to employees to help them achieve their work-related goals. Training programs for mentors and mentees should also be considered to ensure the effectiveness of mentoring initiatives.
b) Enhance Training Programs: While the study did not find a significant influence of peer-to-peer training, TANESCO should reconsider the design and implementation of its training programs. The organization should invest in formal training for staff, especially to help them adapt to new systems and technologies. It may be beneficial to conduct a comprehensive training needs assessment to identify specific areas where employees require skill development.
c) Optimize Information Communication Technology Practices: Given the strong positive influence of Information Communication Technology (ICT) practices on employee performance, TANESCO should continue to invest in IT resources and relevant software. However, to further improve performance, the organization should also focus on encouraging online action-taking. This could involve the development of user-friendly online platforms and tools that facilitate more efficient work processes.
d) Continuous Monitoring and Evaluation: TANESCO should establish a system for continuous monitoring and evaluation of its knowledge transfer practices. Regular assessments should be conducted to gauge the effectiveness of mentoring, training, and Information Communication Technology initiatives. Feedback from employees should be actively sought to identify areas for improvement and make necessary adjustments to the programs.

ACKNOWLEDGMENT

We extend our deepest gratitude to the Almighty God for providing us with the strength, guidance, and perseverance needed to complete this study. We are particularly thankful to the universities involved for their invaluable contributions, which made this research possible.

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