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EFFECT OF TRAINING AND DEVELOPMENT PRACTICES ON EMPLOYEE PERFORMANCE IN THE PUBLIC SERVICE OF KENYA

 

 

Robert Kibiru Karanja

Jomo Kenyatta University of Agriculture and Technology (JKUAT), Kenya

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Dr. Joyce Nzulwa, PhD

Jomo Kenyatta University of Agriculture and Technology (JKUAT), Kenya

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Dr. Mary Kamaara, PhD

Jomo Kenyatta University of Agriculture and Technology (JKUAT), Kenya

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Dr. John Karanja, PhD

Jomo Kenyatta University of Agriculture and Technology (JKUAT), Kenya

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CITATION: Karanja, R., K., Nzulwa, J., Kamaara, M., Karanja, J. (2017). Effect of Training and Development Practices On Employee Performance in The Public Service of Kenya. International Journal of Human Resources and Procurement. Vol. 6 (9) pp 1 – 40.

ABSTRACT

 

The study sought to determine the effects of Training and Employee Development on Employee Performance in the Public Service of Kenya. The study explored the background of Human Capital Development (HCD) followed by an overview of the Kenya Public Service and a statement of the problem. The study was guided by two independent variables; Training and Employee Development and one dependent variable, Employee Performance. The study adopted a cross sectional descriptive survey design. The population of the study was the twenty (20) ministries of the Republic of Kenya based in Nairobi. Stratified simple random sampling technique was used. The primary data was collected through administration of questionnaires. A pilot study was conducted on 40 respondents drawn from two ministries which comprised 10% members of the sampled population. The internal consistency of the scales used was determined using the Cronbach alpha coefficient and all the items were found suitable to measure what they were intended to measure. Training had a coefficient of 0.933, Employee development 0.895, while the dependent variable, Employee Performance had a coefficient of 0.969 meaning they were reliable. Pearson’s Correlation analysis was used to determine the relationship between Training, Employee Development and Employee Performance. The relationship had a correlation co-efficient of 0.486 and 0.553 respectively, implying a positive relationship. Regression and ANOVA tests were done to determine the relationship between the independent variables and dependent variable using SPSS package, Version 22. The results show that Training and Development positively contributed to employee performance but Development was not significant at 0.05 level of significance. The two hypotheses of the study were rejected. A summary was done followed by a conclusion and recommendations.

 

Key terms: Training, Development, Performance, Public Service & Human Capital Development

 

 

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