Ronald Simiyu

EFFECT OF TRAINING ON EMPLOYEE PERFORMANCE IN PLAN UGANDA
– TORORO BRANCH
BY
SIMIYU RONALD MACHIMBO
JUNE 2016
DECLARATION
I, SIMIYU RONALD do declare that this research dissertation is a result of my original
effort and that no part or whole of it has ever been published or submitted to any
institution/university for any award.
Signed: ...................................
SIMIYU RONALD MACHIMBO
Date………………………………..
i
TABLE OF CONTENTS
DECLARATION ............................................................................................................................. i
TABLE OF CONTENTS ................................................................................................................ ii
LIST OF TABLES ......................................................................................................................... iv
LIST OF FIGURES ........................................................................................................................ v
LIST OF ABBREVIATIONS ........................................................................................................ vi
ABSTRACT.................................................................................................................................. vii
CHAPTER ONE ............................................................................................................................. 1
INTRODUCTION .......................................................................................................................... 1
1.1 Background to the Study ....................................................................................................... 1
1.2 Statement of the Problem ...................................................................................................... 4
1.3 General Objective of the Study ............................................................................................. 4
1.4 Specific Objectives ............................................................................................................... 5
1.5 Null hypothesis ..................................................................................................................... 5
1.6 Scope of the Study ................................................................................................................ 5
1.7 Significance of the Study ...................................................................................................... 6
1.8 Conceptual Framework ......................................................................................................... 7
1.9 Definition of operational terms ............................................................................................. 8
CHAPTER TWO .......................................................................................................................... 10
LITERATURE REVIEW ............................................................................................................. 10
2.1 Influence of Induction Training on Employee Performance .............................................. 10
2.2 Effect of On the Job-Training on Employee Performance ............................................. 13
2.3 Effect of Off the Job-Training on Employee Performance ............................................ 16
CHAPTER THREE ...................................................................................................................... 19
METHODOLOGY ....................................................................................................................... 19
3.1 Introduction ......................................................................................................................... 19
3.2 Research Design ............................................................................................................. 19
3.3 Study Population ............................................................................................................ 20
3.4 Sample Size .................................................................................................................... 20
3.5 Sampling Techniques ..................................................................................................... 21
3.5.1 Purposive Sampling ................................................................................................ 21
3.5.2 Convenient sampling .............................................................................................. 21
3.6 Data Collection Methods ................................................................................................ 22
3.6.1 Questionnaires.............................................................................................................. 22
3.6.2 Interviews ................................................................................................................ 23
3.6.3 Documentary Analysis ............................................................................................ 23
3.7 Instrument Reliability and Validity .............................................................................. 24
3.7.1 Reliability................................................................................................................ 24
3.7.2 Validity ........................................................................................................................ 24
CHAPTER FOUR ......................................................................................................................... 26
DATA PRESENTATION, ANALYSIS AND INTERPRETATION OF FINDINGS ................ 26
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4.1 Characteristics of the respondent ................................................................................... 26
4.2: Influence of Induction training on employee performance ........................................... 29
4.3: Effect of on-job training on employee performance ..................................................... 39
4.4: Effect of off-job training on employee performance. ................................................... 47
4.5: Effect of dependent Variable on employee performance .............................................. 56
4.6 Multiple regression analysis ............................................................................................... 61
CHAPTER FIVE .......................................................................................................................... 64
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS ....................... 64
5.1 Summary of Findings ..................................................................................................... 64
5.1.1 How induction influences employee performance in Plan Uganda-Tororo ........... 64
5.1.2 Effect of on the job- training on employee performance in Plan-Tororo ............... 65
5.1.3 Effect of off the job- training on employee performance in Plan-Tororo............... 65
5.2.0 Conclusion .................................................................................................................. 66
5.3.0 Recommendations ...................................................................................................... 67
5.3.1 Research Objective on how induction influences employee performance in Plan
Uganda-Tororo ...................................................................................................................... 67
5.3.2 Research Objective on the effect of on the job- training on employee performance
in Plan Uganda-Tororo ......................................................................................................... 67
5.3.3 Research Objective on the effect of off the job- training on employee performance
in Plan Uganda-Tororo ......................................................................................................... 68
5.4 Suggested Areas for Further Research .......................................................................... 69
REFERENCES ............................................................................................................................. 71
APPENDIX I: Questionnaire .................................................................................................... 76
APPENDIX II: TABLE FOR DETERMINING SAMPLE SIZE FROM A GIVEN
POPULATION ......................................................................................................................... 77
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LIST OF TABLES
Table 1: Population and Sample Size of the Study…………..………..…………...…….21
Table2: Sex …………………………………..…………………………….……………26
Table 3: Age bracket…………..……………………………………………………..…. 27
Table 4: Level of education…………..………………..…………………..…………….28
Table 5: Duration of work……………………………..………..……….………………29
Table 6: Plan Uganda carries out training on policies and procedures…………..….…29
Table 7: Explanations of terms and conditions are carried out routinely……….……..31
Table 8: Induction covers all aspects of communication……………………..…………32
Table 9: Induction builds on organizational Culture ………….……….………….……33
Table 10: Duties and roles of various staff is outlined..................................................34
Table 11: Induction is carefully planned by heads of departments................................35
Table 12: Evaluation is carried out after every training…............................................36
Table 13: Induction increases employee performance...................................................37
Table 14: Correlation of Induction training and Performance.......................................38
Table 15: Explanation on how work is executed is done through pairing of staff …..….39
Table 16: On job training is done through systematic coaching……………………….40
Table 17: Old staffs are involved during on job training……………………………….41
Table 18: On job training is also carried out through mentoring of employees……….42
Table 19: There is frequent job rotation………………………………………………...43
Table 20: Job demonstrations and operations are used for on job training……………44
Table 21: Plan Uganda uses apprenticeship and internships for on job training……..45
Table 23: Correlations……………………………………………………………………45
Table 24: The training is sometimes taken to far places……………………………….47
Table 25: Systematically arranged lecturers are used…………………………………..48
Table 26: Special studies are undertaken……………………………………………….49
Table 27: Specialists are invited as facilitators…………………………………………50
Table 28: Audio visual conferences and discussions are also carried out………………51
Table 29: Case studies and role play are used………………………………….………52
Table 30: Training is evaluated for success level………………………………….……53
Table 31: Off job training has improved on adherence to clinical standards…….……54
Table 32: Correlations……………………………………………………………………55
Table 33: I am effective at work while performing my duties………………….………56
Table 34: I implement organizational policy on time………………………….………57
Table 35: I am able to enhance maximum productivity………………………….…….57
Table 36: I regularly report to work and perform my duties………………….……….58
Table 37: I ensure that high quality output is realized at work…………………………59
Table 38: I adhere to work related set standards………………………………………..59
Table 39: I often accomplish my duties under conditions of minimum supervision…..60
Table 40: I find work interesting, satisfying and motivating……………………………61
Table 41: Multiple Regression Model Summary………………………………………...62
Table 42: Multiple Regression Coefficients……………………………………………..62
Table 43: Excluded Variables……………………………………………………………63
iv
LIST OF FIGURES
Figure 1.1 - Conceptual Framework…………………………………………...7
v
LIST OF ABBREVIATIONS
AIDS Acquired Immune Deficiency Syndrome
HIV Human Immune Virus
HRAR Human Resource Annual Reports
EU European Union
CI Compassionate International
NGO Non-Governmental Organization
PU Plan Uganda
USA United States of America
SPHRM/D Strategic Human Resource Management/Development
EU European Union
vi
ABSTRACT
The study was about effect of training on employee performance in Plan Uganda-Tororo.
It was guided by the following objectives; i) To establish how induction influences
employee performance in Plan-Tororo, ii) To determine the effect of on the job- training
on employee performance in Plan-Tororo and iii) To measure the effect of off the job-
training on employee performance in Plan-Tororo.
A correlational research design was applied in the study to ensure the collection of
information from the respondents. This design therefore gave room to the establishment
of the relationship that exists between the dependent and independent variables. A total of
116 respondents were sampled into the study using the census, purposive and convenient
sampling methods.
Presentation of the results was done and a Pearson correlation analysis was done which
shows that induction has a high correlation (0.903) with performance. Concerning on the
job training, it was noted that work is done through pairing of staff and mentoring of
employees. This was found out to be the most effective form of training at plan Uganda.
A correlation was done and the result (0.929) shows that there is a high positive
correlation between on job training and performance. This means that many on job
trainings lead to improved performance in the organization. About off the job training, it
was not effective enough because there are cases of disagreement with the way it was
executed. A Pearson correlation was done and it showed that off job is not significant at
0.01 level though the results (0.445) shows positive relationship. This relationship cannot
cause a significant change in performance. A multiple regression was done and the results
showed that On job training was the most efficient form of training in the organization.
The study therefore, recommended that it is vital to Creating an enabling organizational
environment to make induction more appealing to new employees, attach some monetary
benefits to those that perform induction roles, Strengthen the internal human resource,
add more value on the on the job training function at Plan-Tororo by empowering heads
of department, strengthen the training policy by integrating it with the internal with the
off the job training and re-structure off the job training in such a way that it strategically
addresses the performance needs of employees. This go a long way in streamlining role
of the training function on employee performance in Plan Uganda-Tororo.
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CHAPTER ONE
INTRODUCTION
1.1 Background to the Study
The study was about the effect of training on employee performance in Plan Uganda-
Tororo. Since 1992, Plan Uganda has been operating in Tororo providing health care
services with regard to equipment and drugs to health centers. This enables local
communities to access treatment, improve health care provision and thus enhance quality
life. Plan Uganda is equally working together with Village health workers who perverse
homesteads while sensitizing people about prevention and control of diseases like
HIV/AIDS and malaria.
According to Thang, Quang, and Buyens, ( 2010), training is a form of development
process by which managers in work places acquire the necessary experience, skills and
attitudes to become or remain successful performers. It therefore focuses on development
possibilities within a job or position for specific employees, with reference to the
employee’s personal growth. Employee training involves teaching employees skills that
can help them become more efficient and productive workers. Most careers include some
type of on-the-job training, off-the job training, coaching, induction and orientation more
and more often than note, a trained work force has benefits for employees and employers.
This is however directed to the enhancement of efficient and effective performance at
respective organizational departmental levels.
According to Kirby, (2003). It is argued that training is a frame work structure for the
promotion of high performance levels among employees within an Organizational set up
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and beyond, and the good of the organization. Therefore, training is a form of human
resource development that can either be undertaken through internal and external
approaches with the avowed purpose of ensuring the continued capacity enhancement of
the personnel. Performance can be defined as the success in meeting pre-defined
objectives, targets and goals set by organizations through its human resources at all
levels, ranging from top, middle to bottom level alike.
In the international economy, organizations in developed countries like USA and those in
the European Union like Britain and France relate quality performance to the training
function. Non Governmental Organizations like Compassionate International originating
from USA and Europe though with links across the world, take training as crucial since it
has a significant bearing upon employee. A critical analysis of issues related to training
like on-the-job training, off-the job training, coaching, induction and orientation impact
significantly upon the overall employee performance in as far as policy implementation is
concerned since employees are empowered with varied skills, knowledge, fresh ideas and
experiences from time-to-time. It is therefore, prudent that the training function is given
due and regular attention if the organization is to achieve the purpose for which it was
established (Armstrong, 2010).
Organizations in the third world countries, Plan Uganda -Tororo in particular uphold the
training function as a significant practice given its anticipated paramount impact on the
extent of employee performance. According to the Plan Uganda policy, quality
performance is taken to be a key value, to enable employees manage organizational
2
issues related to tasks in order to realize the avowed purpose of its existence. This is
however premised upon the extent of implementing the training function from all
dimensions, both within and outside the organization. Therefore training forms a
significant part on performance since it creates a sense of motivation among employees at
work.
In line with the Strategic Plan of Human Resources Management/ Development (2000)
manual that governs human resources, the current management of Plan Uganda in liaison
with all branches encourages the training policy throughout all its branches and Plan
Uganda -Tororo in particular. This is however, with the view for further enhancing the
capacity of the human resources for more desirable performance in terms of quality,
quantity, timeliness, cost effectiveness and generally policy implementation.
However, despite the fact that the policy of training in Plan Uganda is considered crucial
in enhancing meaningful employee performance in terms of policy implementation and
service delivery, as a result of implementing training approaches, it rather still appears
difficult to attain desirable performance. Whereas interventions have been made over the
past years, a lot remains wanting as many members of staff, keep exiting the organization
even after spending a lot on their training, Hence, the argument of promoting meaningful
employee performance through the training policy is rather still quite wanting and thus
the need for further research to establish the cause of this state of affairs.
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1.2 Statement of the Problem
The policy of training in Plan Uganda -Tororo has existed since 1992 with the avowed
purpose to improve the performance among human resource for better results. The
purpose of training was to promote more prudent performance since locally specific
problems would be identified and specific measures tailored to these needs so as to
enhance efficient and effective service delivery to the targeted beneficiaries.
The case in, Plan Uganda -Tororo branch is that the organization has been carrying out
training as indicted by the Human Resources Annual Reports (2010), this training
however has not bore fruits since no employee has been recommended for further
training in any relevant field externally. Whereas training is crucial in enhancing
productivity of employees and the fact that Plan Uganda has organized several trainings
for their employees, most set goals have not been fully achieved. The number of patients
attended to daily by each staff is below the set target of 25 patients per day. The coverage
of immunization by Plan Uganda staff has been 45%-55% annually instead of the set
75%. The home visits and trainings on disease control are not in tandem with the work
plan set by Plan Uganda (PILA Consults: 2011).It is against the basis of this Report that
the study seeks to analyze the effects of training on employee performance in Plan
Uganda -Tororo.
1.3 General Objective of the Study
To assess the effects of training on employee performance in Plan Uganda -Tororo
branch.
4
1.4 Specific Objectives
i) To establish how induction influences employee performance in Plan-Tororo
ii) To determine the effect of on the job- training on employee performance in Plan-
Tororo
iii) To measure the effect of off the job- training on employee performance in Plan-
Tororo
1.5 Null hypothesis
i) H0: There is no relationship between Induction and employee performance in
Plan-Tororo.
H1: There is a relationship between Induction and employee performance in Plan-
Tororo.
ii) H0: On job-training has no correlation with performance.
H1: There is a correlation between On job-training and performance
iv) H0: Off the Job-training has no significant relationship with employee
performance in Plan -Tororo.
H1: Off the Job-training has significant relationship with employee performance
in Plan -Tororo.
1.6 Scope of the Study
The study ran from 2007-2014. This is because it characterizes the period when Plan
Uganda-Tororo registered the lowest rate of performance as indicated by PILA
(2010).The study was carried out in Plan Uganda -Tororo branch. This is because
employee performance remains poor despite the enhancement of several training
5
programmes in terms of seminars and workshops. The study findings were limited to the
influence of induction, effect of on the job-training and off the job-training on employee
performance in Plan Uganda-Tororo.
1.7 Significance of the Study
To the human resource staff, study may work out some measures that could eventually
bridge the challenges facing implementation of the policy of training in relation to
performance in Plan Uganda -Tororo
To the top management stakeholders, study findings may suggest new strategic options
for the Plan Uganda policies towards field branches as far as the policy of training in
relation to performance is concerned. It may therefore hopefully streamline the entire
policy implementation.
The research study will give more confidence among the stakeholders involved in the
implementation of the training in relation to performance in local branches in Plan
Uganda and Tororo branch in particular.
The researcher further anticipates that the study findings may present a basis upon which
a new body of knowledge concerning training in relation to performance could be
premised. It could therefore aid other researchers in future in conducting further research
in Plan Uganda.
To all employees at all levels, the findings of the study may also cultivate a broader sense
of understanding regarding the policy of Training among all stakeholders in Plan Uganda,
in terms of its aims and functions.
6
1.8 Conceptual Framework
According to Figure 1.1 representing the conceptual frame work, illustrates the cause,
effect, relationship between the independent (training) and dependent (employee
performance) variables, and how the moderating variable can be exploited for training to
positively performance.
Independent Variable Dependent Variable
Training Employee performance

• Induction • policy implementation
Training • Work commitment
Moderating Variable • Regular home visits
• On the job-
training • Quality and quantity of
• Off the job- • Availability of work
training Funds
• levels of motivation
• Educational
Background
• Tenure and or
experience
In this regard, training as an independent variable means induction training, on the job-
training; off the job- training and coaching while employee performance thus; is the
dependent variable, means efficient, effective policy implementation, high productivity,
work commitment, adherence to health care standards, regular visits and quantity and
quality work. However, availability of funds, education background, motivation levels,
tenure and experience are the moderating variable.
It should be noted that depending on how the critical stakeholders are involved in
training exploit the moderating variable, efficient and effective policy implementation,
7
high productivity, work commitment, adherence to health care standards and regular
visits is likely to be realized in Plan Uganda, Tororo branch. It is therefore, significant to
strategically plan to allow to adequate funding, more motivation and promote more
avenues for employee retention. This may not only go a long way in enhancing more
meaningful training but also performance in Plan Uganda -Tororo in terms of efficient
and effective policy implementation, high productivity, work commitment, adherence to
health care standards, regular visits and quantity and quality work.
1.9 Definition of operational terms
Performance: The act of performing; of doing something successfully; using knowledge
as distinguished from merely possessing it.
Training: It’s the teaching or developing in oneself or others, any skills and knowledge
that relate to specific useful competencies.
On the Job training: This is a training that takes place while employees are actually
working. It means that skills can be gained while trainees are carrying out their jobs.
Off the job training: This occurs when employees are taken away from their place of
work to be trained. Common methods of this include; day release, distance learning,
block release course, sponsored courses in higher education and self study.
Induction: In human resource development, it’s a training form of introduction for new
starters in order to enable them to do their work in a new profession or job role within a
business.
Correlation: A statistical relation between two or more variables such that systematic
changes in the value of one variable are accompanied by systematic changes in the other.
8
It’s also a statistic representing how closely two variables co-vary; it can vary from -1
(perfect negative correlation) through 0 (no correlation) to +1 (perfect positive
correlation).
Pearson correlation: (statistics) the most commonly used method of computing a
correlation coefficient between variables that are linearly related.
9
CHAPTER TWO
LITERATURE REVIEW
This chapter presented the literature review. This involved the use of text Materials,
journals and newspaper articles. This was however, in line with the effect of induction,
effect of on the job-training and the effect of off the job-training on employee
performance in Plan Uganda-Tororo.
2.1 Influence of Induction Training on Employee Performance
Foot and Hook (2008), assert that induction is the process of helping new employees to
settle quickly into their job so that they soon become an efficient and productive
workforce. They also state that the induction process helps to create a favorable image of
the organization for the new employee. It involves the introduction of a new member of
staff to the culture and environment of the organization, its policies and practices and to
other members of staff. Mullins (2002) and Goyal (2007), agree with this as they view
induction training as “the process of bringing/introducing/familiarizing a new recruit into
the organization” and add that “this program familiarizes the new employee about the
culture, accepted practices and performance standards of the organization.
Goyal, (2007),Tzafrir (2005) and Thang, and Quang (2005), refer to good induction as
retention and credits this to the employee becoming more engaged, being prepared to
compete fiercely in competitive markets and helps in reducing attrition rates. Induction is
a key to improving motivation and performance extends the range of skills of employees
which enables them to become more adaptable, help employees become effective
quickly. McConnell, B. (2007) believes that a good induction program will leave the
10
employee feeling empowered and a full part of the team, find their way around the
organization faster, it reinforces the employee’s feelings of wanting to work at the
organization, they become integrated and productive team members. In a report by Von
Rohr and Associates (2007), they state that “the effective induction of new staff members
leads to their initial and ongoing engagement with their organization. It is also the first
step in retention.
Rodríguez and Ventura (2003), argue that induction training is very essential for any
company because it helps an individual/new recruit to grow within a company and
motivates him/her. It inculcates in the employee, more confidence to progress. It is during
induction that a new recruit gets to know about the organization’s employment
philosophy, physical work environment, employee's rights, employee's responsibilities,
organization, culture and values along with key business or organizational framework and
established internal make up and processes that affect performance related issues.
A new entrant should culturally fit in an organization. Interaction at this stage shapes an
individual's disposition and outlook for work and motivation levels such that set
organizational standards can be upheld accordingly in the course of performance.
(Salasand Cannon-Bowers, J, 2000)
Ballot, Fakhfakh and Taymaz (2006), hold the view that induction is a form of training
often conducted to familiarize new employees with the roles and responsibilities of their
positions as well as organizational policies. Many companies offer continuing training
opportunities for employees, focusing on skills that can improve efficiency. Bernthal and
11
Wellins (2006), supplements that continued training is usually topic-specific and may
review skills that can improve employee performance and confidence in and outside the
organization. It should be noted that this kind of training is often required when the
organization attracts new workers and or when its goals shift or new systems are
introduced.
Barrett and O’Connell 2001), argues that many types of training programs concerning
induction do exist, each intended to educate employees in different areas in order to
perfect their performance in accordance to organizational standards. It could be through
human resources induction training on ethics or diversity, how to do respective task and
thus ensure that employees are aware of the organization's position on these topics.
Customer service induction training can teach employees new ways to work with
customers to foster pleasant experiences and return business. Safety induction training
can alert employees of hazards they may have overlooked and prepare them to stay safe
on the job. (Wright and Geroy 2001),
Aragón, Barba and Sanz, (2003), stress that employees who are well-trained through
induction often have higher motivation and morale because they feel that the organization
though has attracted them but has also invested in their ability and development further.
This also results in lower turnover rates as they learn to familiarize with old employees
and thus develop a feeling of attachment to the organization. Employees trained through
induction often work better as teams because everyone is aware of the expectations and
can achieve them together smoothly. It is important to note that they equally become
12
more confident in their performance and decision-making skills. In addition, employees
who receive regular training on new work dynamics further become accustomed to
change and come up with new ideas, (Zheng Morrison and O’Neill, 2006).
2.2 Effect of On the Job-Training on Employee Performance
Jim (2012), asserts that On-the-job training is where employees receive training whilst
remaining in the workplace. Ahmad, and Schroeder (2003), and Aragón, Barba, and Sanz
(2003), argue that, on the job-training enhances the promotion of teamwork spirit and
collaborative working environment. The fore mentioned scholars argue that it requires
building an enabling work related culture, one in which employees use their initiatives,
take risks, experiments and make “things” go the right direction in the Organization.
Boxall and Purcell (2003), found out in their study that the extent of regular on the job-
training had consolidated the spirit of working together in furthering the cause of the
Organization in the service sector in New York finance department. In the context of this
study therefore training on the job would keep employees informed with the changes in
form of systems, national and international trends and thus more committed to their
duties.
Ballot Fakhfakh and Taymaz (2006), assert that on the job-training seem to constitute a
form of motivating factor for employees in modern work places to perform much better.
They argue that, motivation as a result of on the job-training enhances more commitment
to one’s job and the entire organization and therefore, making “things” move as expected.
This is supported by the experience of Barrett and O’Connell (2001) in the social service
industry in the United States of America. It should therefore, be noted that training
13
within the organization motivates the employees to go an extra mile to enhance more
meaningful employee performance. Little is nevertheless mentioned about the extent of
on the job training. Hence, regular on the job-training of employees may enhance the
achievement of the organizational goals of performance since more commitment to work
tasks is possible.
Whilst Bartel (2000), is in agreement with Cable and Turban (2003), that learning and
coaching are important activities of Training on the job. They argue that coaching
particularly supplements other activities in strengthening employee capacity to perform
complex organizational tasks. Bernthal and Wellins (2006), however, adds that other
capacity building like delegation to handle complex tasks, initiatives within organizations
equally constitute a part of training on the job and it determines and influences the levels
of employee performance. This works to enhance the acquisition and development of a
new knowledge base in form of skills, capabilities and attitudes among the manpower
which makes them more attached to the work place. Cable (2003), particularly cited a
case of the service industry in the New York City where enhancing the capacity of the
human resources either internally or externally significantly impacted upon performance
levels.
Cappelli and Neumark (2001) and Holden and Beardwell, (2000), stress that on the job-
training has a bearing upon performance in several dimensions. This is because it works
significantly towards enabling the manpower to perform tasks, roles or functions that are
expected of them as they grow in hierarchy and as the organization assumes new duties
14
through expansion, diversification and modernization. High house, S. (2003), held that
the extent of work commitment by the employees depend on the extent of the on the job-
training function. He noted that performing set functions and duties in modern
organizations emanates from embracing issues of training. Thus, on the job-training in
modern organizations develop potentials among the employee for likely future tasks,
functions or roles. Whereas this could sanction commitment to work, it is very costly in
terms of organizing workshops and seminars and may not be achieved amidst the scarce
resources, and thus the need to streamline the resource base.
García (2005) and Gelade and Ivery, (2003), hold the view that, on the job-training is a
vital practice if a highly skilled employee is to be maintained and to boost performance.
The emerging challenges may crop up in modern organizations as a result of the
sweeping global trends that call for the need to regularly develop employees through the
enhancement of the on the job-training function. In the context of this study, since field
Unit branches of Plan Uganda largely depend upon their employees to make things and
activities “move”, training is significant. According to Armstrong (2006), the success of
the heavy industries in the developed world largely depends on routine on the job-
training of the human resource on a regular basis. The challenge that remains however is
making the training more real in relation to employee Performance.
15
2.3 Effect of Off the Job-Training on Employee Performance
Off job training occurs when employees are taken away from their place of work to be
trained as stated by Jim (2012). Bernadin (2003), assert that off the job-training often
enhances high quality in terms of productivity in the Organization. This is because it
provides room for continuous development of the human resources from the external
perspective. This boosts employee skills and competencies for better employee
performance. Beardwell, (2000), notes that the organizations of developed nations like
Japan and U.S.A produce high quality output due to continuous training outside the work
places since employees are exposed to fresh ideas. In modern organizations, off the job-
training attempts to ensure regular and continuous competency assessment and
requirements of the manpower. This is to enhance effective performance of the tasks
allocated and above all provide avenues for the development of competencies and thus
enhancing productivity. Whereas off the job- training is rated effective in as far as
performance is concerned, cases of compromised quality and quantity at times occur and
hence the need for strategic intervention in terms of planning and implementation.
Ghebregiorgis and Karsten (2007), are of the view that organizational forms can reap the
rewards of providing training for their employees because well-trained workers help
increase productivity and profits. It is argued that subjecting employees to training
outside the organization in terms of lectures, special study, role playing and audio visual
conferences influence the extent of performance in line with quality and quantity.
Armstrong (2010) though in line with the foregoing argument also supplements that
investing in employee training through lectures, external workshops and conferences
16
should improve worker retention rates, customer satisfaction and creativity for new
product ideas. Effective training saves labor by reducing time spent on problem-solving
and saves money in the long run by producing a better workforce.
Kraiger, McLinden and Casper (2004), emphasizes that taking to train employees from
the external perspective not only creates room for promotion but equally the level of
productivity. Specific skills and knowledge will be needed in order to perform at the next
level. These can include technical abilities and the soft skills of people or service
management. Employees who are trained properly not only make fewer mistakes, but
they can also spot the reasons for errors. Training can change the approach from pointing
fingers to identifying the steps needed to improve a situation and the way in which work
duties are to be implemented to enhance more productivity. Thus, Employee training
involves teaching employees skills that can help them become more efficient and
productive workers. This however goes with high costs involved in the short run.
Mabey and Ramirez (2005), holds that his hope is that employees who receive training in
line with their individual or organizational goals and work plans will become more
efficient in what they do. Organizations should look at the positive effects of training on
employee performance, and consider employee development as a targeted investment
into making the front line worker stronger. More importantly, development plans that
include “train-the-trainer” (training that trains employees to become trainers of a skill)
can provide exponential benefits to the organization. This training can be anything from
how employees can do their own jobs better to these employees being groomed to replace
17
their supervisor. In addition, employees who are invested as a trainer might be further
inclined to stay with the organization, and possibly reduce employee turnover.
Siu, (2004), note that providing off-the-job training opportunities to your staff allows
them to pay more attention to the training activities. They point out that holding
workshops, seminars or events at a different location enables employees to focus on
learning new skills, knowledge and behavior. They add that providing off-the-job training
opportunities to your staff by external resource experts is very crucial. This premised on
the view that it allows them to pay more attention to the training activities since they are
exposed to fresh skills.
They relate this view to the Chinese experience where training has made the workers
more productive especially in the manufacturing sector. Holding workshops, seminars or
events at a different location enables employees to focus on learning new skills,
knowledge and behavior. Conducting an off-site event may conclude with a ceremony or
certification award conferred by an industry expert, making the training session a
memorable occasion that leads to improved employee morale, satisfaction and loyalty.
That withstanding, measuring the effectiveness of off-the-job training involves assessing
participant satisfaction, retention, on-the-job performance and business impact.
18
CHAPTER THREE
METHODOLOGY
3.1 Introduction
Research methodology is a way to steadily working out the research problem or the
science of how research is done scientifically , in other words it looks at the a range of
steps that are usually adopted by a researcher in studying his research problem along with
the logic behind them Kothari (2004). This chapter presented the methodology that was
applied while conducting the study. It focused upon the Research Design, Study
Population, Sample Size, Sampling Techniques, Data collection instruments, pre-testing
(validity and reliability), Data Processing and Analysis,.
3.2 Research Design
A correlational research design was applied in the study to ensure the comparison of two
variables under study. According to Oakley (2014), In a correlation design you simply
measure variables (without manipulating them) and then analyze the data to see whether
the variables are related. The statistical tools you use are those that measure the strength
and direction of the relationship (i.e. correlation coefficients). It is much easier to
establish cause and effect relationships when you manipulate one of the variables (i.e. the
independent variable). Schostak, (2002) remarks that, a design is a plan or a means or
approach of obtaining data for a specific study and it explains how the study is to be
organized and implemented in detail throughout the entire methodology. The design
therefore gave Consideration to the entire essential steps involved in the study concerning
the effects of training on employee performance in Plan Uganda-Tororo.
19
3.3 Study Population
Population refers to the total faction of the populace, things or dealings that the
researcher desires to explorer and make inferences (Sekaran and Bougie, 2013). The
study population included the top management, middle managers, clinical officers,
nurses, volunteers, internees of staff Plan Uganda in Tororo branch, and Plan
beneficiaries in the district. From the statistical returns in the registry office in the Plan
Uganda at Tororo branch, including an estimation of the population of beneficiaries who
were considered; the accessible population of the study from which the sample was
selected is 160. (Plan Uganda Annual Report: 2007)
3.4 Sample Size
A sample is a collection of some elements of the population. The sample size of the study
was determined in accordance with the Krejce and Morgan (1970) as adapted by Amin
(2005). From the population of study given in table 1 below. The population size of the
study was 160 respondents as indicated in Table 1 below. From the 160, 116 of them
were sampled and provided responses that were used for data analysis. (See appendix II)
20
Table 1 Population and Sample Size of the Study
Category of Population Sample Sampling

respondents size technique
Top managers 7 5 Census
Middle 7 7 Census
managers
Clinical officers 9 7 Census
Nurses 18 10 Purposive
sampling
Field 20 12 Purposive
coordinators sampling
Volunteers and 21 15 Purposive
internees sampling
Beneficiaries 78 60 Convenient
sampling
Total 160 116
Source: Registry at Plan Office in Tororo
3.5 Sampling Techniques
The researcher employed purposive and convenient sampling in the course of the study.
This was due to their relevance to the study.
3.5.1 Purposive Sampling
Purposive sampling was used to sample most of the respondents because some particular
officers have the much-needed data that this study seeks to find and so was purposively
selected to provide this data. Therefore, 05 top management members, 07, middle
Managers, 07, clinical offices, 10, nurses 12 field coordinators, and 15 (internees and
Volunteers) Plan Uganda in Tororo branch were purposively selected.
3.5.2 Convenient sampling
Convenient sampling was used when selecting the beneficiaries to avoid any
inconveniences especially for people that are quite busy or mobile; like the clientele who
21
come for service and must leave to go and do their other things. So, those persons who
were found in the office of Plan Uganda at the time of data collection were conveniently
selected and used. In this case, 60 beneficiaries were conveniently sampled. This
therefore, will constitute the total of 116 respondents.
3.6 Data Collection Methods
Two basic instruments were used to collect data and these included questionnaires
interview schedules and documentary analysis. Uma (2000), stresses that since almost all
data from multi methods have biases associated with them, collecting, data from multiple
sources lends rigor to research studies. It is therefore, important to collect data from
multiple sources and through multiple collection methods. Such research, though, would
be time consuming and costly, but lend rigor to research studies.
3.6.1 Questionnaires
Questionnaires were used to collect qualitative primary data from the respondents’
particularly top managers and other staff. A questionnaire is a set of similar questions
framed to gather data from respondents. This method was applied to technocrats,
members of the Personnel department, volunteers and policy makers because they have
the cognitive ability to interpret them and therefore, respond accordingly. Mugenda and
Mugenda (1999), holds the view that a questionnaire is vital in data collection because it
is free from bias of the interviewer and the results can be more dependable, valid and
Reliable. Above all questionnaires especially open ended ones elicited a high response
rate since the respondent is free to respond without limitations.
22
A likert scale with 5 points, 1 strongly disagree, 2 disagree, 3 not sure, 4 agree and 5
strongly agree.
3.6.2 Interviews
Direct interviews were used to collect qualitative primary data from the respondents. This
method was applied to the service users partly because of their low level of education and
since it makes them feel free while providing their responses. According to Kakoza
(2000) an interview is a conversation in which the researcher tries to get information
from the interviewee and records it by him/herself. Interviews were used because they are
easily adaptable and effective since they encourage probing for further information on
part of the researcher, whenever it is deemed necessary.
3.6.3 Documentary Analysis
Documentary analysis involved collecting information basically from secondary sources.
Secondary sources or data involved reading information which is written by other authors
- pertaining to the study topic and objectives as opposed to primary data where the
researcher gets it directly from the respondents, it generally involved reading what has
already been collected about the effect of training on employee performance in Plan. The
data helped to support findings from primary data. Indeed, Bell (2010) argued that both
primary and secondary data must alternatively be used in social investigation researches.
23
3.7 Instrument Reliability and Validity
3.7.1 Reliability
Reliability Statistics
Cronba N of
ch's Items
Alpha
.997 36
Reliability refers to the uniformity or dependability of a measuring method Lear (2001).
To test the reliability of the questionnaire, Chronbach’s Alpha coefficient was used as
shown in the table above. This was generated using the SPSS from the pilot study data. It
is perceived that for the instrument to be reliable, the coefficient has to be at least 0.7 and
more. Chronbach Alpha coefficient value generated was Alpha = .997 which is very
highly reliable. The questionnaire was thus deemed reliable.
3.7.2 Validity
Leary (2001) explains validity to mean the degree to which the measurement method
actually measures what it is anticipated to measure. He further asserts that it is the extent
to which inconsistency in participants’ score on a particular measure reflect inconsistency
of the characteristics intended to be measured. To measure validity the research discussed
the instruments with the supervisor and colleagues to ascertain the instruments’ face,
construct and criterion validity in measuring the relationship between training and
performance in Plan Uganda. The questionnaire was submitted to the supervisor to
determine the validity and then the CVI formula by Amin, M. (2005) was applied; CVI =
(Number of items declared valid / total Number of items. the interpretation of the CVI
value was made on the basis of George and Mallery (2003) rule:
24
- 1 - 0.9 =Excellent
- 0.8 – 0.89 = Good
- 0.70 – 0.79 = Acceptable
- 0.60 – 0.69 = Questionable
- 0.50 – 0.59 =Poor
- 00 – 0.5 Unacceptable
3.8 Data Processing and Analysis
Data analysis is the procedure of investigative what has been collected from the research
field and making deductions and inferences. It involves analyzing the collected
information and incising for types of relationships seen among the data groups ( Kothari,
2004). This was aimed at testing the hypotheses such that generalizations can be made
from the results of the sample that relate to targeted population. Data collected through
questionnaires and interview schedule was edited, coded, classified and tabulated.
Respective questions were cross-examined to ascertain authenticity. This is because it is
likely to enhance the attainment of more desirable data for processing and analysis.
Above all, data was mainly presented with the use of tables generated through the use of
the SPSS computer package in order to make easy analysis of the findings.
25
CHAPTER FOUR
DATA PRESENTATION, ANALYSIS AND INTERPRETATION OF FINDINGS
This chapter presents and analyses data in relation to the effects of training on employee
performance in Plan Uganda -Tororo. Data presentation and analysis was premised upon
the research objectives of identifying the effect of induction, effect of on the job-training
and the effect of off the job-training on employee performance in Plan Uganda -Tororo. It
gives the descriptive statistics of the respondents and tabular presentations. To begin with
however, attention was given to the characteristics of the respondents in terms of
biographical data ranging from sex, age, level of education and duration at work.
4.1 Characteristics of the respondent
Sex of the respondents.
The sex of the respondents revolved around the male and female. This was presented in
table 2
Table 2: Sex of the respondent
Frequency Percent Valid Cumulative
Percent Percent
V Male 39 69.6 69.6 69.6
a Female 17 30.4 30.4 100.0
l
i Total 56 100.0 100.0
d
Source: Primary Data: 2015
As shown in the above table 2, results indicate that; there are more male with 39, (69.6%)
than the females with 17 (30.4%). This may be attributed to fewer women that interact
with Plan Uganda Tororo branch. Other factors may be due to Tororo being a hard to rich
26
area makes most women no to access. However, all the genders were represented in the
study.
Age of Respondents
Kothari (2004) observed that the inclusion of age as a component in the respondents
characteristics is very important given that it brings out whether one is a minor or major.
In social problem investigation research, Louis, 2010), emphasized the need to use
respondents that have attained the majority age score. See table 3 below.
Table 3: Age of the respondents

Frequency Percent Valid Cumul
Percent ative
Percent
20-30 19 33.9 33.9 33.9
31-40 22 39.3 39.3 73.2
41-50 10 17.9 17.9 91.1
Valid
Above
5 8.9 8.9 100.0
50 years
Total 56 100.0 100.0
The findings further indicate that most age brackets were also represented which
therefore minimized biases. Ages 31-40 emerged with the highest number of respondents
22 (39.3%) implying that there are many young staff and clients in Plan Uganda - Tororo
branch. Ages 51- above had the least number of staff and clients constituting 5 (8.2%) of
the respondents. The implication of this could be many staff have retired or joined other
sectors of work.
Level of Education
27
The level of education revolved around four levels ranging from diploma, degree,
masters and others. This was presented in table 4.
Table 4: Level of education

Percent Percent
Diploma level 15 26.8 26.8 26.8
Degree 25 44.6 44.6 71.4
Valid Masters 10 17.9 17.9 89.3
Others 6 10.7 10.7 100.0
Total 56 100.0 100.0
Results from the study indicated that the level of education was in the categories as
shown in table 4 above where the degree level emerged highest with 25 respondents
(44.6%), while the diploma level had 15 respondents (26.8%) and master’s level emerged
with only 10 respondents (17.9%). Others however emerged with the least of 6 (10.7%)
This means that since the respondents were quite educated, they provided sound
responses that aided the researcher in successfully analyzing data. The results further
indicated that all the staff was trained therefore and help in doing what is expected of
them at work at Plan Uganda-Tororo and thus achieve the best results.
28
Table 5: Duration of work
Percent Percent
Less
V than 1 year 11 19.6 19.6 19.6
1-2
a years 15 26.8 26.8 46.4
l years
3-5 22 39.3 39.3 85.7
iOver 5 years 8 14.3 14.3 100.0
dTotal 56 100.0 100.0
Results from table 5, show that majority 22 (39.3%) of the staff have worked with Plan
Uganda, Tororo branch have worked for 3-5 years while the minority 8 (14.3%) have
worked for over 5 years. On the other hand, 11, 19.6%, less than one year while 15
respondents (26.8%) have worked for 1-2 years. The implication of this is that most of
the staff are experienced and therefore perform their duties as expected by the
organization.
4.2: Influence of Induction training on employee performance
Table 6: Plan Uganda carries out training on policies and

procedures
Percent Percent
Strongly agree 18 32.1 32.1 32.1
V
Agree 16 28.6 28.6 60.7
a
Not sure 7 12.5 12.5 73.2
l
Disagree 9 16.1 16.1 89.3
i
Strongly
d Disagree 6 10.7 10.7 100.0
Total 56 100.0 100.0
29
The results from table 6 indicate that management of Plan Uganda carries out training on
the policies and procedures of work in the organization.. 18, (32.1%) strongly agreed and
these were the majority, 16, (28.6%) agreed, while the minority strongly disagreed with
6, 10.7%. The implication of this is that more is being done to ensure that staffs are
developed through induction upon assuming work related duties and this is likely to have
a positive bearing on performance. This is because more time is invested in empowering
particular new staff of what to exactly do in as far as the newly assumed tasks are
concerned.
Goyal (2007) argues that with induction training is “the process of bringing/ introducing/
familiarizing a new recruit into the organization” and add that “this program familiarizes
the new employee about the culture, accepted practices and performance standards of the
organization. Thus, these efforts need to continue being put in place by Plan Uganda in as
far training policies and procedures are concerned.
The beneficiaries that were interviewed in a way attested to the fore analyzed views of
the staff. They intimated that;
In the process of accessing services from Plan Uganda,
we are normally introduced to newly recruited staff as
a form of familiarity
30
Table 7: Explanations of terms and conditions are carried out
routinely
Percent Percent
Agree 18 32.1 32.1 60.7
Not sure 9 16.1 16.1 76.8
Valid
Disagree 8 14.3 14.3 91.1
Strongly Disagree 5 8.9 8.9 100.0
Total 56 100.0 100.0
The respondents in table 7 above effectively showed that the explanation of the terms and
conditions is carried out routinely as a policy provision in Plan Uganda. From the
findings results showed that, 5 (8.9%) strongly disagreed, while 8 (14.3%) disagreed, 18
(32.1%) agreed and 16 (28.6%) strongly agreed. The highest percentage of 32.1% agreed
that the terms and conditions are carried out routinely as a policy provision in Plan
Uganda. Since induction is a process, there is need for continuously inducting new staff
to enable them acquire more knowledge on how to handle organizational tasks.
Rodríguez and Ventura (2003) are in support of the above analysis. They stress that
induction training is very essential for any company because it helps new recruits get to
know about the organization’s employment philosophy, physical work environment,
employee's rights, employee's responsibilities, organization, culture and values along
with key business or organizational framework and established internal make up and
processes that affect performance related issues. This is important since it forms a basis
of desirable performance.
31
Table 8: Induction covers all aspects of communication
Percent Percent
Agree 15 26.8 26.8 58.9
Not sure 7 12.5 12.5 71.4
Valid
Disagree 12 21.4 21.4 92.9
Total 56 100.0 100.0
The findings of the study in tables 8 further showed that induction covers all aspects of
communication and relationships between employees and management of Plan Uganda.
This is evidenced by 18, 32.1% of the respondents who strongly agreed the induction to
cover; all aspects of communication and relationships between employees and
management, 15, 26.8% agreed, 12, 21.4% and 17% disagreed and strongly disagreed,
while 7, 12.5% were not sure. This means that majority give attention to induction issues
like communication between superiors and subordinates in Plan-Tororo. This can turn out
to boost performance since the relationship between is as effective as expected.
McConnell (2007) attests to the views of the respondents as explained above. He points
out that a good induction program will leave the employee feeling empowered and a full
part of the team, find their way around the organization faster, it reinforces the
employee’s feelings of wanting to work at the organization, they become integrated and
productive team members. This therefore points to the fact that Plan Uganda should
uphold issues of induction training in totality as a matter of empowering new recruits to
do their best.
32
Table 9: Induction builds on organizational Culture
Percent Percent
Agree 14 25.0 25.0 55.4
Not sure 4 7.1 7.1 62.5
Valid
Disagree 15 26.8 26.8 89.3
Total 56 100.0 100.0
The findings of the study in table 9 showed that induction builds on the organizational
culture of Plan Uganda. This is evidenced by 17, 30.4% of the respondents who strongly
agreed that induction had helped them to build upon organizational culture. Nevertheless,
14, 25.0% agreed to this fact, 4, 7.1% were not sure, while 15, 26.8% disagreed and 6
strongly agreed. It can therefore be deduced that through induction, the organizational
culture is not only built but employees equally get more attached to Plan Uganda and
hence a likelihood of better performance.
McConnell (2007) concurs with the responses generated from the table above. He
believes that a good induction program will leave the employee feeling empowered and a
full part of the team, find their way around the organization faster, it reinforces the
employee’s feelings of wanting to work at the organization, they become integrated and
productive team members. This is crucial because it may work to ensure that employees
work within the design of the organization.
Table 10: Duties and roles of various staff are outlined
33
Percent Percent
Agree 15 26.8 26.8 58.9
Not sure 9 16.1 16.1 75.0
Valid
Disagree 10 17.9 17.9 92.9
Total 56 100.0 100.0
Findings of the study showed that during induction, the roles and duties of various staff
are outlined effectively. This was evidenced where the majority of the respondents with
18, 32.1% strongly agreed and 15, 26.8% agreed that during induction, the roles and
duties of various staff are outlined. The implication of this could be better policy
implementation by staff in Plan Uganda since they know what they are supposed to do in
their work. This may be due to the fact that the follow up of their roles and duties is
always reported and evaluated during appraisal process by supervisors and or heads of
department. However, 9, 16.1% were not sure, 10 17.9% disagreed and 4, 7.1% strongly
disagreed during induction, the roles and duties of various staff are outlined. It is possible
that these are those that hardly take issues of induction seriously at Plan Uganda.
Rodríguez and Ventura (2003) are in support of the fore going views of the respondents.
They stress that during induction new recruits gets to know about the organization’s
employment philosophy, physical work environment, employee's rights, employee's
responsibilities, organization, culture and values along with key business or
organizational framework and established internal make up and processes.
34
Interview responses with targeted beneficiaries supported the above arguments. They
stressed that;
The new recruited staff that we interact with are in the
know with of the work dynamics at Plan Uganda and
more so the culture and core values
Table 11: Induction is carefully planned by heads of departments

Percent Percent
V
Agree 20 35.7 35.7 66.1
a
Not sure 7 12.5 12.5 78.6
l
Disagree 9 16.1 16.1 94.6
i
Strongly
d Disagree 3 5.4 5.4 100.0
Total 56 100.0 100.0
The findings of the study shows that the induction process is carefully planned and
facilitated by heads of sections. This is evidenced by the majority 20, 35.7% that strongly
agreed that the induction is carefully planned and facilitated by heads of sections and or
departments, while 17, 30.4% agreed, 9,16.1 disagreed, 7, 12.5 were not sure and the
minority 3, 5.4% strongly disagreed. This implies that going by those that strongly agreed
and agreed, there is prior planning for induction of staff by superiors from time to time
and this can enhance the attainment of benefits realized through doing the right thing in
the course of work after the fore gone process of induction.
Foot and Hook (2008) do support the fore going views of the respondents. They note that
induction is the process of helping new employees to settle quickly into their job so that
35
they soon become an efficient and productive workforce. By implication therefore, it is
very critical for Plan Uganda to promote induction training not only to create a favorable
image of the organization for the new employee but also to sanction desirable
performance.
Table 12: Evaluation is carried out after every training

Percent Percent
Agree 16 28.6 28.6 60.7
Not sure 7 12.5 12.5 73.2
Valid
Disagree 9 16.1 16.1 89.3
Total 56 100.0 100.0
Further still, the findings of the study showed that evaluation is done at the end of each
induction training. According to evidence from the majority 18, 32.1% strongly agreed
that evaluation is done at the end of each induction training, while 16, 28.6% agreed with
the fore mentioned. However, the 9, 16.1 % disagreed, 6, 10.7 minority strongly
disagreed and 9, 16.1% were not sure. This implies that staff are normally appraised after
the fore gone exercise of induction training particularly by the superiors in order to
ascertain whether they have appreciated the right way of doing what is expected of them
at work and if not make corrective measures to ensure desirable performance.
Salas and Cannon-Bowers (2000) are in line with the results in the table above. They
argue that new entrants should culturally fit in an organization and this call for evaluation
exercises during and after induction training. Interaction at this stage shapes an
36
individual's disposition and outlook for work and motivation levels such that set
organizational standards can be upheld accordingly in the course of performance and
hence the need for Plan Uganda to uphold it.
Table 13: Induction increases employee performance

Percent Percent
Agree 11 19.6 19.6 51.8
Not sure 7 12.5 12.5 64.3
Valid
Disagree 13 23.2 23.2 87.5
Total 56 100.0 100.0
Results from the study showed that induction increased on the performance of employees
as it increases on their ability to attend to more patients in a given time. This is evidenced
by 11, 19.6% that agreed while the majority 18, 32.1% strongly agreed that induction
increased on the performance of employees as it increases on their ability to attend to
more patients in a given time. Nevertheless, 7, 12.5% were not sure, while 13, 23.2%
disagreed and 7, 12.5 strongly disagreed. This can be premised on the argument that
during induction, employees appreciate practical skills to aid them perform their duties
regarding attention to patients. It can therefore be deduced that induction training as a
form of human resource development has a positive bearing on performance at Plan
Uganda.
Bernthal, P. and Wellins, R. (2006) attests to the views of the respondents. They are of
the argument that continued training through induction is usually topic-specific and may
37
review skills that can improve employee performance and confidence in and outside the
organization. This kind of training is often required when the organization attracts new
workers and or when its goals shift or new systems are introduced and this is applicable
to the organizational setting of Plan Uganda.
With regard to the interview responses generated from the targeted beneficiaries, it was
noted that;
Despite the fact that new staff are brought on board at Plan,
they attend to us as much well as the old ones especially with
the service delivery
Table 14: Correlation of Induction training and Performance
Induction Performance
Training
Pearson Correlation 1 .903**
Induction Training Sig. (2-tailed) .002
N 8 8
Pearson Correlation .903** 1
Performance Sig. (2-tailed) .002
N 8 8
**. Correlation is significant at the 0.01 level (2-tailed).
The table 14 above shows the correlation between induction training and Performance.
The result (0.903) shows that there is a high correlation between induction and
performance. The results are also significant at 0.01 level. This proves that Induction has
an impact on performance, where by an increase in induction trainings lead to increased
38
performance in the organization and vice versa. This therefore requires the organization
to put emphasis on induction trainings as this will lead to improved service delivery.
4.3: Effect of on-job training on employee performance
Table 15: Explanation on how work is executed is done through

pairing of staff
Percent Percent
Agree 18 32.1 32.1 58.9
Not sure 4 7.1 7.1 66.1
Valid
Disagree 12 21.4 21.4 87.5
Total 56 100.0 100.0
Results from table 15 above, the study showed that explanation on how the work is
executed is done through pairing of staff for a specific period of time. Responses
generated pointed out that majority 18, 32.1% strongly agreed, while 15, 26.8% agreed
with the view that explanation on how the work is executed is done through pairing of
staff for a specific period of time. However, 7, 12.5% strongly disagreed, disagreed, 12,
21.4% agreed and 4, 7.1 were not sure. This means that whereas explanation on how the
work is executed is done through pairing of staff for a specific period of time, there are
also other means that are applied at Plan Uganda.
Ahmad and Schroeder (2003) and Aragón-Sánchez, Barba-Aragon, and Sanz-Valle
(2003) equally attest to the fore going analysis. They argue that, on the job-training
enhances the promotion of teamwork spirit and collaborative working environment. This
39
is also supported by Boxall and Purcell (2003). They stress that the extent of regular on
the job-training had consolidated the spirit of working together in furthering the cause of
the Organization in the service sector in New York finance department.
In regard with the foregoing, interview responses from the targeted beneficiaries also
concurred accordingly. They pointed out that;
They are always attended to by teams from Plan Tororo in the
process of service delivery and this enables quick attention and
early attainment of their needs
Table 16: On job training is done through systematic coaching

Percent Percent
Agree 13 23.2 23.2 51.8
Not sure 4 7.1 7.1 58.9
Valid
Disagree 11 19.6 19.6 78.6
Total 56 100.0 100.0
Responses generated pointed out that systematic coaching is done as evidenced by the 16,
28.6% and 13, 23.2.7% that strongly agreed and agreed respectively with the view that
explanation on how the work is executed is done through systematic coaching of
employees. On the other hand, 4, 7.1% were not sure, 11, 19.6% disagreed while 12,
21.4% strongly disagreed. This implies that coaching systematically forms an important
basis on performance and should therefore be promoted as a form of internal training.
40
Bartel, (2000) supplements the views of the respondents concerning the fore analyzed.
They are also in agreement with Cable, and Turban, (2003), that learning and coaching
are important activities of Training on the job. They argue that coaching particularly
supplements other activities in strengthening employee capacity to perform complex
organizational tasks. To the study therefore, it means that issues of training on job
through coaching should be carried forward given its meriting input on performance.
Table 17: Old staffs are involved during on job training

Frequency Percent Valid Percent Cumulative
Percent
Agree 14 25.0 25.0 48.2
Not sure 3 5.4 5.4 53.6
Valid
Disagree 15 26.8 26.8 80.4
Total 56 100.0 100.0
Results from table 17 shows that explanation on how the work is executed is carried out
by older staff in Plan Uganda. Responses shows that 13, 23.2% strongly agreed, 14, and
25.0% agreed that explanation on how the work is executed is carried out by older staff in
Plan Uganda. However, 3, 5.4% minority were not sure, 10, 17.9% disagreed and 11,
19.7% strongly disagreed. This means that since the majority disagreed, it means that
though new employees are nurtured by older staff, it should be strengthened further for
better results to be realized.
41
Jim (2012) is in line the views of the respondents regarding the execution of work by
senior staff. He attests that On-the-job training is where employees receive training whilst
remaining in the workplace and through a collaborative working environment between
old and new staff. This thus explains the need for senior staff in Plan Uganda to nurture
junior staff as a matter of improving performance.
The beneficiaries at the community level were interviewed and they stressed in support of
the foregoing. They pointed out that;
Sometimes we hardly get services on time on the argument
Plan staff are undergoing some kind of training to update
their skills in order to perform better
Table 18: On job training is also carried out through mentoring of

employees
Percent Percent
Agree 13 23.2 23.2 42.9
Not sure 5 8.9 8.9 51.8
Valid
Disagree 15 26.8 26.8 78.6
Total 56 100.0 100.0
Further, the study findings showed that explanation on how the work is executed is also
carried out through mentoring of employees. It was found out that 11, 19.6% strongly
agreed while 13, 23.2% agreed that explanation on how the work is executed is also
carried out through mentoring of employees. On the other hand, 5, 8.9% were not sure,
42
while 15, 26.8% and 12, 21.4% disagreed and strongly disagreed respectively. This
implies that mentoring as promoted through internal training forms a significant part
since young employees are mentored by senior ones and this impacts value on
performance related issues.
García, (2005) and Gelade, and Ivery, (2003) attest to the fore analyzed views of the
respondents. They hold the view that, on the job-training in terms of mentoring is a vital
practice if a highly skilled employee is to be maintained and to boost performance.
Impliedly therefore, mentoring as a form of on the job training should be upheld at Plan
Uganda for purposes of boosting performance levels.
Table 19: There is frequent job rotation

Percent Percent
Agree 11 19.6 19.6 48.2
Not sure 6 10.7 10.7 58.9
Valid
Disagree 9 16.1 16.1 75.0
Total 56 100.0 100.0
Responses generated from the respondents in the table above shows that 16, 28.6%
strongly agreed, while 11, 19.6% agreed that there is frequent job rotation as explanation
on how the work is executed is a strategy in Plan Uganda. Nevertheless, 9, 16.1% were
not sure, 9, 16.1% disagreed while the majority 14, 25.0% strongly disagreed. This
implies that whereas internal training is promoted through job rotation, the fact that the
43
majority were in disagreement, it should be strengthened since it has a significant impact
on employee performance.
The fore going analysis of responses derived from the staff was confirmed by the
beneficiaries that were interviewed. They stressed that;
From time to time, we interact with different staff members
from Plan, both in the field and the head office, in different
offices but doing what other staff have done before
Table 20: Job demonstrations and operations are used for on job
training
Percent Percent
Agree 18 32.1 32.1 57.1
Not sure 6 10.7 10.7 67.9
Valid
Disagree 12 21.4 21.4 89.3
Total 56 100.0 100.0
Further, the findings of the study in table 20 indicated that job demonstrations and
operations are indefinitely used as a way of on-job training. This was evidenced by the
argument that 14, 25.0% and 18, 32.1% strongly agreed and agreed respectively that Job
demonstrations and operations are used as a way of on-job training. However, 6, 10.7%
were not sure while 12, 21.4% and 6, 10.7.8% disagreed and strongly disagreed
respectively with the former. It should be noted that since job demonstrations and
44
operations as a way of on-job training impact on employee performance, they should be
strengthened for better results at Plan Uganda.
Table 21: Plan Uganda uses apprenticeship and internships for on job training
Percent Percent
Agree 16 28.6 28.6 62.5
Not sure 5 8.9 8.9 71.4
Valid
Disagree 11 19.6 19.6 91.1
Total 56 100.0 100.0
Findings from table 21 revealed that Plan is effective in using apprenticeship and
internships for on-job training. It was found out that majority 19, 33.9% strongly agreed
while 16, 28.6% agreed that Plan uses apprenticeship and internships for on-job training
of employees. However, the minority 5, 8.9% were not sure, 11, 19.6% disagreed and the
minority 5, 8.9% strongly disagreed with the view that Plan uses apprenticeship and
internships for on-job training of employees. This means that employees are somewhat
subjected to apprenticeship and internships as a way of on the job training in which they
appreciate certain skills that may become critical to performance at Plan Uganda.
Table 22: Work done has increased home visits by staff

Percent Percent
Agree 12 21.4 21.4 46.4
Valid
Not sure 6 10.7 10.7 57.1
Disagree 13 23.2 23.2 80.4
45
Total 56 100.0 100.0
The findings of the study further revealed that explanation on how the work is done has
increased on home visits by staff of Plan. This evidence intimated that 14, 25.0% and 12,
21.4% strongly agreed and agreed respectively that explanation on how the work is done
has increased on home visits by staff of Plan. However, 6, 10.7% were not sure, while 13,
23.2% and 11, 19.6% disagreed and strongly disagreed with the fore mentioned view.
This means that enhancing on the job training by the superiors articulating to
subordinates how work is done enhances high productivity levels in terms of increased
home visits to attend to the targeted beneficiaries.
According to the interview responses generated from the beneficiaries at community
level, it was emphasized that;
More often than not, we receive staff from Plan head office
especially field officers that monitor and evaluate the effectiveness
of the services delivered over time
Table 23: Correlations
On Job Training Performance
Pearson Correlation 1 .929**
On Job Training Sig. (2-tailed) .001
N 8 8
Pearson Correlation .929** 1
N 8 8
**. Correlation is significant at the 0.01 level (2-tailed).
46
Table 23 above shows the correlation between on job training and performance. The
result (0.929) shows that a high correlation exists between these two variables. The result
is significant at 0.01 level which further shows the magnitude of difference what on job
training can bring to performance. This result therefore shows that the more on-job
trainings are conducted, the higher will be the performance in the organization. The
organization therefore should devise ways of conducting on job trainings so as to
improve on the performance of the staff.
4.4: Effect of off-job training on employee performance.
Table 24: The training is sometimes taken to far places

Percent
Agree 11 19.6 19.6 48.2
Not sure 7 12.5 12.5 60.7
Valid
Disagree 11 19.6 19.6 80.4
Total 56 100.0 100.0
Findings from table 24, the study revealed also that off-job training is sometimes taken to
far places/hotels. This is done as of the evidence from the study, it showed that 16, 28.6%
strongly agreed that off-job training is sometimes taken to far places/hotels while 11,
19.6% agreed, 7, 12.5% were not sure, 11, 19.6% disagreed and 11, 19.6% strongly
disagreed. This means that the majority of the respondents 28.6% take part in off the job
training sessions in far places or hotels. When there is off the job training, according to
47
our ranking, it is below average and thus it is not sufficient enough. Minority disagreed
with this fact; however it is important that every employee is brought on board for better
performance at Plan Uganda in order to achieve organizational results from off the job
training.
This view of the respondents is supported by Jim Reley (2012). He attests to the
argument that off job training occurs when employees are taken away from their place of
work to be trained in order to further build their capacity. This is quite applicable to Plan
Uganda because it can go a long way in boosting the level of performance and hence
achieving desirable results.
Table 25: Systematically arranged lecturers are used

Percent
Agree 12 21.4 21.4 46.4
Not sure 6 10.7 10.7 57.1
Valid
Disagree 15 26.8 26.8 83.9
Total 56 100.0 100.0
Findings from table 25, respondents further revealed that the systematically arranged
lectures are used for off-job training. In this case, 14, 25.0% strongly agreed 12, 21.4%
agreed to this fact, 6, 10.7% were not sure, 15, 26.8% disagreed, while 9, 16.1% strongly
disagreed. This means that since there is no clear compromise between those that agreed
and disagreed, it can be deduced that lectures are not sufficiently conducted for off the
job training sessions at Plan Uganda. It should be noted properly organized lectures by
48
management could empower employees with varied skills and competencies to work hard
in turn enhances prudent performance. Further it is a motivational tool to the subordinates
at work since the organization goes an extra mile to develop them.
Armstrong, (2010) is in line with the foregoing argument. He stresses that that investing
in employee training through lectures, external workshops and conferences should
improve worker retention rates, customer satisfaction and creativity for new product
ideas. Off the job training needs to supplement other forms of training at Plan Uganda in
order to boost performance levels.
In line with the interview responses from the beneficiaries, they concurred with the staff
and scholarly views. They pointed out that;
Sometimes our attempt to get services from Plan is
postponed on the argument that some critical staff
have external training sessions in Kampala
Table 26: Special studies are undertaken

Percent Percent
Agree 11 19.6 19.6 46.4
Not sure 8 14.3 14.3 60.7
Valid
Disagree 13 23.2 23.2 83.9
Total 56 100.0 100.0
49
Still from the findings in table 26, it was revealed that special studies are undertaken by
employees as off-job trainings. In this case, 15, 26.8% strongly agreed that special studies
are undertaken by employees as off-job trainings, 11, 19.6% agreed, 8, 14.3% not sure,
13, 23.2% disagreed while 9, 16.1% strongly disagreed with the fact with some doubt.
When there are special studies according to our ranking, it is above average and this
means that employees trained externally.
Whereas some respondents disagreed with this fact, it is important that most employees
are at all levels are brought on board for better performance. The implication of this is
that there are cases of special studies undertaken off the job in terms of external
workshops and institutional trainings in order to build the capacity and empower
employees with varied skills to perform their duties better.
Table 27: Specialists are invited as facilitators

Percent Percent
Agree 19 33.9 33.9 57.1
Not sure 5 8.9 8.9 66.1
Valid
Disagree 16 28.6 28.6 94.6
Total 56 100.0 100.0
The study further revealed that whereas specialists are invited as facilitators in off-job
trainings, It should be noted that 13, 23.2% of the respondents strongly agreed with
some reservation to the fact that specialists are invited as facilitators in off-job trainings,
19, 33.9% agreed to the fact, 5, 8.9% not sure, 16, 28.6 % disagreed while 3, 5.4%
50
strongly disagreed. Since most respondents agreed accordingly with the fact, the
implication of this is that on some occasions, specialists are brought on board to facilitate
in the process of off the job training sessions to employees. It is however not clear as to
which category of employees are subjected to this kind of training, though it is to impact
upon performance by the end of it all.
Ng, and Siu (2004), are in support of the fore going views of the respondents. They note
that providing off-the-job training opportunities to your staff by external resource experts
is very crucial. This premised on the view that it allows them to pay more attention to the
training activities. This is thus relevant to work environment at Plan Uganda.
Table 28: Audio visual conferences and discussions are also

carried out
Percent
Agree 14 25.0 25.0 57.1
Not sure 5 8.9 8.9 66.1
Valid
Disagree 11 19.6 19.6 85.7
Total 56 100.0 100.0
From the study findings, it was also revealed that audio-visual conferences and
discussions are carried out. It was noted that 18, 32.1% strongly agreed that audio-visual
conferences and discussions are carried out,14, 25.0% agreed to this fact as well. The
implication of this is that employees are subjected to off the job training by employing
audio-visual conferences and discussions to broaden the skills and thus achieve the
51
avowed purpose of performance. 5, 8.9% were not sure, while 11, 19.6% and 8, 14.3%
disagreed and strongly disagreed respectively with the fact that audio-visual conferences
and discussions are carried out. It should be noted that such minorities reflecting
disagreement shows that not all employees are subjected to audio-visual conferences and
discussions and may turn out impact negatively on performance in some sectors at Plan
Uganda.
Ghebregiorgis, and Karsten, (2007) give credence to the views of the respondents. They
stress that organizations of all forms can reap the rewards of providing training for their
employees because well-trained workers help increase productivity and profits. It is
argued that subjecting employees to training outside the organization in terms of lectures,
special study, role playing and audio visual conferences influence the extent of
performance in line with quality and quantity. Plan Uganda should therefore promote
activities of off the job training in order to realize its benefits related to policy
implementation and generally performance.
Table 29: Case studies and role play are used

Percent
Agree 15 26.8 26.8 51.8
Not sure 4 7.1 7.1 58.9
Valid
Disagree 12 21.4 21.4 80.4
Total 56 100.0 100.0
52
The findings of the study showed that case studies and role play are also used in off-job
trainings. As of the evidence generated from the respondents, it was found out that 14,
25.0% strongly agreed to the fact that case studies and role play are also used in off-job
trainings. The majority 15, 26.8% agreed with the fact, 4, 7.1% not sure while 12, 21.4%
and 11, 19.6% disagreed and strongly disagreed with the fact in question. This means that
an over whelming majority of the employees partially participate in case studies role play
activities of off job training since many of them agree, strongly agree, disagree and
strongly disagree. Findings therefore showed that better performance can be achieved
when employees are involved in activities of case studies and role play like workshops
out of work.
Ng, Y.C. and Siu Y.M. (2004), note that providing off-the-job training opportunities to
your staff allows them to pay more attention to the training activities. They point out that
holding workshops, seminars or events at a different location enables employees to focus
on learning new skills, knowledge and behavior. Conducting an off-site event may
conclude with a ceremony or certification award conferred by an industry expert, making
the training session a memorable occasion that leads to improved employee morale,
satisfaction and loyalty. This is the reason for Plan Uganda adhering to the practice of off
job training.
53
Table 30: Training is evaluated for success level
Percent
Agree 11 19.6 19.6 53.6
Not sure 5 8.9 8.9 62.5
Valid
Disagree 12 21.4 21.4 83.9
Total 56 100.0 100.0
The findings of the study revealed from the respondents show that training is evaluated
for success level. The results shows that 19, 33.9% strongly agreed that training is
evaluated is for success level. 11, 19.6% agreed to the fact, 5, 8.9% not sure, while 12,
21.4% and 9, 16.1% disagreed and strongly respectively to the fact in question. Findings
intimated that better performance is attained when management and particularly
supervisors appraise training activities regularly.
Table 31: Off job training has improved on adherence to clinical

standards
Percent
Agree 15 26.8 26.8 57.1
Not sure 4 7.1 7.1 64.3
Valid Disagree 8 14.3 14.3 78.6
Strongly
12 21.4 21.4 100.0
Disagree
Total 56 100.0 100.0
54
The findings of the study from the respondents revealed that off-job training has
improved on adherence to clinical standards. This was found out that 17, 30.4% strongly
agreed with the fact that off-job training has improved on adherence to clinical standards.
15, 26.8% agreed with the fact, 4, 7.1% not sure, 8, 14.3% disagreed and 12, 21.4%
strongly disagreed. It is important that when off the job trainings are undertaken,
employees gradually acquire fresh skills and knowledge to handle organizational duties
from the clinical dimension. This implies therefore that off the job training though vital,
cases of minority disagreement show that clinical standards are not fully adhered to.
In as far as the foregoing is concerned; responses generated from interviews with
beneficiaries affirmed that;
We continue to receive professional attention in terms of maternal
health care from the clinicians after even after their additional training from external
seminars, particularly as expectant mothers
Table 32: Correlations
Off Job Training Performance
Pearson Correlation 1 .445
Off Job Training Sig. (2-tailed) .269
N 8 8
Pearson Correlation .445 1
N 8 8
Table 32 shows that there exist a positive relationship between off job training and
performance, however the result is not significant. This therefore shows that whereas off
55
job training has a moderately positive impact on the performance its impact does not lead
to overall change in performance. This could be due to unnecessary trainings or trainings
that are not related to employees’ actual job description.
4.5: Effect of dependent Variable on employee performance
Table 33: I am effective at work while performing my duties

Percent
Agree 18 32.1 32.1 69.6
Not sure 6 10.7 10.7 80.4
Valid
Disagree 8 14.3 14.3 94.6
Total 56 100.0 100.0
Results from table 33, study indicated that employees are efficient at work at Plan
Uganda and this has an implication on performance levels. In this regard, 21, 37.5%
strongly agreed that employees are efficient at work, while 18, 32.1% agreed accordingly.
This means that an over whelming majority of the employees at Plan Uganda are
committed to their duties at work since most of them generally agree and this has a
bearing on implementing organizational tasks. While 6, 10.7 were not sure, 8, 14.3
disagreed and 3, 5.4 strongly disagreed.
56
Table 34: I implement organizational policy on time
Percent
Agree 17 30.4 30.4 69.6
Not sure 7 12.5 12.5 82.1
Valid
Disagree 8 14.3 14.3 96.4
Total 56 100.0 100.0
Still, results from the study pointed to the view that employees implement organizational
policy on time and this has a bearing on the extent of performance. In this regard, 22,
39.3% strongly agreed that employees implement organizational policy at Plan Uganda,
while 17, 30.4% agreed accordingly. On the other hand7, 12.5% were not sure while 8,
14.3% disagreed and 2, 3.6%. It should be noted that since the majority strongly agreed,
it means that employees at Plan Uganda help the organizational to attain its planned
activities given the fact that they implement set policies.
Table 35: I am able to enhance maximum productivity

Percent
Agree 18 32.1 32.1 69.6
Not sure 6 10.7 10.7 80.4
Valid
Disagree 7 12.5 12.5 92.9
Total 56 100.0 100.0
Further, results from table 35 pointed to the view that employees are able to enhance
57
maximum productivity. This has an implication on the level of organizational
performance. In this regard, 21, 37.5% strongly agreed that employees promote
maximum productivity while 18, 32.1% agreed accordingly. However, 6, 10.7% were not
sure while minority 4, 7.1% disagreed accordingly. Since the majority are able to enhance
productivity, it therefore points to the fact planned organizational activities are fulfilled
through productivity.
Table 36: I regularly report to work and perform my duties

Percent
Agree 19 33.9 33.9 71.4
Not sure 7 12.5 12.5 83.9
Valid
Disagree 8 14.3 14.3 98.2
Total 56 100.0 100.0
Results from the study pointed to the view that employees regularly report to work and
perform their duties and this has a bearing on the extent of performance. In this regard,
21, 37.5% strongly agreed that employees regularly report to work and perform their
duties while 19, 33.9% agreed accordingly. On the other hand, 7, 12.5% were not sure
while 8, 14.3% disagreed and 1, 1.8 strongly disagreed accordingly. It should be noted
that given the fact that majority were in an agreement, it can be deduced that employees
are punctual and perform their duties as expected.
58
Table 37: I ensure that high quality output is realized at work
Percent
Agree 19 33.9 33.9 67.9
Not sure 5 8.9 8.9 76.8
Valid
Disagree 8 14.3 14.3 91.1
Total 56 100.0 100.0
Results from the study pointed to the view that employees ensure high quality output at
Plan Uganda and this has a bearing on the extent of performance. In this regard, 19,
33.9% strongly agreed and agreed that employees ensure high quality out at work while
5, 40% were not sure accordingly. However, 8, 14.3% disagreed while 5, 8.9% strongly
disagreed accordingly. Since the majority agreed, it means that employees are able to
perform their duties as expected given the fact that quality standards are upheld and this
can equally enhance the fulfillment of the organizational mission and vision.
Table 38: I adhere to work related set standards

Percent
Agree 12 21.4 21.4 60.7
Not sure 9 16.1 16.1 76.8
Valid
Disagree 7 12.5 12.5 89.3
Total 56 100.0 100.0
Still, results from the study pointed to the view that employees adhere to set work
59
standards at Plan Uganda. This has a bearing on the extent of performance. In this regard,
22, 39.3% strongly agreed that employees adhere to set standards at work while the 12,
21.4% agreed accordingly. On the other hand, 9, 16.1% were not sure while 7, 12.5%
disagreed and 6, 10.7 strongly disagreed accordingly. It is important to note that since
most employees are able to adhere to set work related standards, the work output is
realized in the expected direction. This means that Plan Uganda is able to stand for what
it was established.
Table 39: I often accomplish my duties under conditions of minimum supervision

Percent
Agree 16 28.6 29.1 58.2
Not sure 8 14.3 14.5 72.7
Valid
Disagree 10 17.9 18.2 90.9
Total 56 100.0 100.0
Still, results from the study pointed to the view that employees accomplish their duties
under conditions of minimum supervision. This has an implication on performance. In
this regard, 16, 28.6% strongly agreed and agreed that employees that employees
accomplish their duties under conditions of minimum supervision while accordingly.
However, 8, 14.5% were not sure, 10, 17.9% disagreed and 6, 8.9% strongly disagreed.
This implies that since employees accomplish their duties under conditions of minimum
supervision, managers do little in as far as supervising their subordinates but rather
60
thinking to consolidate organizational performance.
Table 40: I find work interesting, satisfying and motivating

Percent
Agree 16 28.6 29.1 69.1
Not sure 5 8.9 9.1 78.2
Valid
Disagree 7 12.5 12.7 90.9
Total 56 100 100.0
Still, results from the study pointed to the view that employees find their work interesting
and this has a bearing on the extent of performance. In this regard, 22, 39.3% strongly
agreed that employees find their work interesting at Plan Uganda, while 16, 28.6% agreed
accordingly. However, 5, 8.9% were not sure, while 7, 12.5% disagreed, 5, 10.7 strongly
disagreed accordingly. It should be noted therefore that since most of the employees are
interested in their work, it means that there is high employee job satisfaction. Thus,
finding work satisfying means that employees feel at work at Plan Uganda and this means
a lot to their performance levels and generally overall organizational policy
implementation.
4.6 Multiple regression analysis
To find out the extent to which independent variables (Induction, on job training and off
job training) contribute to the performance of employees, a multiple regression was
performed using stepwise method. The results are as explained below;
61
Table 41: Multible Regression Model Summary
R
M R Square Adjusted R Square Std. Error of the
o Estimate
d
e
l
1 .924a .854 .830 .05306
a. Predictors: (Constant), On Job Training
To start with in order to determine the overall influence of the independent variables on
the performance, a multiple regression was performed in which induction, on job and off
job training were the independent variable, while performance was the dependent
variable. The results indicated that there is a statistically significant relationship between
training and performance of staff of Plan Uganda, r =92.4%, r2 = 85.4% of the
performance of Plan Uganda is explained by their participation in the training. The
remaining percentage 14.6% can be attributed to other factors that can influence
performance of the staff such as the level of education, experience, working conditions
such as ventilation and the tools being used etc.
Table 42: Multiple Regression Coefficientsa
Model Unstandardized Coefficients Standardized t Sig.

Coefficients
B Std. Error Beta
(Constant) .750 .254 2.958 .025

1
On Job Training .539 .091 .924 5.934 .001
a. Dependent Variable: Performance
62
Table 43: Excluded Variablesa
Model Beta In T Sig. Partial Collinearity

Correlation Statistics
Tolerance
Induction Training .400b 1.348 .235 .516 .243

1
Off Job Training -.065b -.281 .790 -.125 .541
a. Dependent Variable: Performance

b. Predictors in the Model: (Constant), On Job Training
Tables 42 and 43 show the output of multiple regression analysis using stepwise method.
The results show that it’s only on job training that leads to significant change in
performance as shown in table 42. Variables in table 43 that is induction and off job
trainings have been excluded since they don’t have a significant change to performance
as on job training. This could be due to the method of induction and off jobs trainings that
are carried out in the organization which have less impact on the performance of
employees or they are not in line with employees’ job description.
Therefore from table 42, the result are statistically significant which means that on job
training leads to improvement on the performance of employees. The B value 0.539,
shows that whenever on job training is conducted, the employee performance will
improve by 0.539 units. This is in support with Ballot, Fakhfakh, and Taymaz, (2006)
assert that on the job-training seem to constitute a form of motivating factor for
employees in modern work places to perform much better. They argue that, motivation as
63
a result of on the job-training enhances more commitment to one’s job and the entire
organization and therefore, making “things” move as expected.
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
This chapter presents a summary of the findings, conclusions and recommendations made
with reference to the effects of training on employee performance in Plan Uganda -
Tororo.
5.1 Summary of Findings
From the study findings, a summary was made with regard to the effects of training on
employee performance in Plan Uganda-Tororo, the following summaries in line with
research objectives were made;
5.1.1 How induction influences employee performance in Plan Uganda-Tororo
The research sought to test the null hypothesis that there is no relationship between
induction and employee performance in Plan Uganda. A Pearson correlation test was run
between Induction and Performance. The results indicated that induction has a positive
impact on employee performance (0.903) with a significant level at 0.01. This implies
that an increase in the induction training leads to increased performance in the
organization and vice versa. The results with a coefficient of 0.002 level were significant
at 0.01 level. This result therefore leads to the rejection of the null hypothesis and accept
the alternative hypothesis. By accepting the alternative hypothesis, the study concludes
that there is a positive relationship between induction and employee performance thus
64
inductions improve the employee performance. Therefore as a going concern for plan
Tororo, Inductions should be encouraged since their impact is significant and it leads to
improved performance in form of better service delivery and meeting the organizational
objectives.
5.1.2 Effect of on the job- training on employee performance in Plan-Tororo
On the Job-training is expected to improve the performance of any employee in any
organization. This therefore led to the study in establishing the null hypothesis which
states “on job-training has no correlation with employee performance”. In testing the
stated claims, a Pearson correlation test was performed between on job training and
performance. The results from the test showed that on- Job has a positive influence on
employee performance (0.929), this has an implication that an increase in on job training
leads to increased employee performance in the organization. The significance level of
the correlation was 0.001. Being tested at 0.01 Level, it showed that the results are
significant. This led to the rejection of the null hypothesis and there by accept the
alternative leading to a conclusion that on job training has a significant correlation with
employee performance, therefore when conducted, it leads to improved performance.
5.1.3 Effect of off the job- training on employee performance in Plan-Tororo
Finally, the Pearson correlation test was performed between the off job training and
performance. The results obtained showed that off- Job has a relatively small positive
influence on employee performance (0.445). With a significant level of 0.269 which is
greater than the test value of 0.01 the null hypothesis is accepted hence coming to a
65
conclusion that where there is a positive relation between off job training and
performance, the continued conduction of off job training has no significant effect on
performance.
5.2.0 Conclusion
In light of the following discussion and analysis of regard to the effects of training on
employee performance in Plan Uganda-Tororo, the following conclusions were drawn;
Results of the first objective indicated that induction training has a positive impact on
employee performance (0.903) at 0.01 level of significance.
While was discovered that on- job training had the highest positive impact on employee
performance (0.929) with a significant level at 0.01.
On the other hand the results of off-job training indicated that off job training has a weak
positive impact on employee performance (0.445) with an insignificant level of
confidence at 0.01 having generated a level of 0.269.
It can be concluded that on Job training leads to a significant change in employee
performance followed by induction training while off job training has insignificant
impact. This is also evident in the step wise multiple regressions that showed on job
training leads to improvement on performance of employees with B value 0.539
indicating that whenever on job training is conducted, the employee performance will
improve by 0.539 units. Induction and Off job trainings have been excluded since they
don’t have a significant change to performance as on job training.
It’s therefore wise for Plan Tororo to invest much in on job training as this is the best way
of improving performance in the organization.

66
5.3.0 Recommendations
Basing on summary of findings and conclusions, concerning the effects of training on
employee performance in Plan Uganda -Tororo, the following suggested
recommendations have been arranged according to the research objectives in the
following discussion below
5.3.1 Research Objective on how induction influences employee performance in
Plan Uganda-Tororo
With reference to induction influencing employee performance, Plan-Tororo should work
out more strategic modalities In this case, it is quite important to put the following in
place;
Creating an enabling organizational environment at Plan Uganda-Tororo to make
induction more appealing to new employees is important. It should be such that superiors
are motivated and or driven to induct new employee subordinates about the terms and
conditions of work and yet on a routine basis. This may significantly influence employee
performance at Plan Uganda-Tororo.
Equally attaching some monetary benefits to those that perform induction roles is very
crucial. This may work out modalities of promoting induction in a more strategic and
appealing approach that may not only motivate employees but also empower them with
the right skills, improve their attitude towards work, strengthen the organizational culture
and thus do the best in as far as performance is concerned.
5.3.2 Research Objective on the effect of on the job- training on employee
67
performance in Plan Uganda-Tororo
With reference to on the job training affecting employee performance, Plan-Tororo
should work out more strategic modalities In this case, it is quite important to put the
following in place;
Strengthening the internal human resource unit with the view of empowering superiors
and subordinates is vital in order to make on the job training more effective in order to
enhance more meaningful performance. This is likely to make coaching, mentoring, job
rotation, job demonstrations and operations more effective and thus more desirable
performance. This may go a long way in enhancing the attainment of set targets for and
improve on case management.
It is also important to add more value on the on the job training function at Plan-Tororo
by empowering heads of department. The capacity of heads should be built such that they
can effectively mentor and build the capacity of their subordinates to levels of maximum
performance. This can work effectively in consolidating the input of employees through
teamwork and hence realizing desirable output at work.
5.3.3 Research Objective on the effect of off the job- training on employee
performance in Plan Uganda-Tororo
With reference to off the job training affecting employee performance, Plan-Tororo
should work out more strategic modalities In this case, it is quite important to put the
following in place;
68
Based on the conclusion the Beta value being -.065 for off job training it is insignificant,
it therefore affects employee performance, it is therefore important to strengthen the
training policy by integrating it with the internal one of on the job training. In this case, it
is very paramount to give more attention to workshops, special studies, programmed
instructions and evaluation on a regular basis. This may go a long way in improving
health service delivery and generally attainment of most set goals at Plan-Tororo.
Still from the conclusion that off the job training positively impacts upon employee
performance, it should be re-structured in such a way that it strategically addresses the
performance needs of employees. In this regard it is crucial to allow and fund employees’
external training needs that can go an extra mile in further strengthening the capacity of
employees on top of the internal training needs. This is not only likely to strengthen
employee capacity but also motivate them and enhance retention.
5.4 Suggested Areas for Further Research
On the basis of the summary of findings and conclusions, concerning the effects of
training on employee performance in Plan Uganda -Tororo, the following areas for
further research were suggested by the researcher,
The research study was based on a small area and study population, subsequent studies
should be taken up in a wider area and with a bigger sample size in order to enrich and
throw more light in this area of training and employee performance.
Further research should be carried out in different institutions particularly Non
69
Governmental Organizations. Other ways not included in the study of improving training
and employee performance that is not included in the study should be given attention.
There is needed to look into more areas so as to come up with a more comprehensive and
concrete conclusion.
Further studies could be done on other variables under employee performance such as
high productivity, work commitment, efficient and effective policy implementation.
There may be other interesting variables that maybe looked at by other researchers since
these variables could only explain a smaller extent of the variations in employee
performance in relation to training. Such include coaching and workshops.
70
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75
APPENDIX I: Questionnaire
76
APPENDIX II: TABLE FOR DETERMINING SAMPLE SIZE FROM A GIVEN
POPULATION
N S N S N S
10 10 220 140 1200 291
15 14 230 144 1300 297
20 19 240 148 1400 302
25 24 250 152 1500 306
30 28 260 155 1600 310
35 32 270 159 1700 313
40 36 280 162 1800 317
45 40 290 165 1900 320
50 44 300 169 2000 322
55 48 320 175 2200 327
60 52 340 181 2400 331
65 56 360 186 2600 335
70 59 380 191 2800 338
75 63 400 196 3000 341
80 66 420 201 3500 346
85 70 440 205 4000 351
90 73 460 210 4500 354
95 76 480 214 5000 357
100 80 500 217 6000 361
110 86 550 226 7000 364
77
N S N S N S
120 92 600 234 8000 367
130 97 650 242 9000 368
140 103 700 248 10000 370
150 108 750 254 15000 375
160 113 800 260 20000 377
170 118 850 265 30000 379
180 123 900 269 40000 380
190 127 950 274 50000 381
200 132 1000 278 75000 382
136
210 1100 285 100000 384
0
Source: Krejcie & Morgan (1970, as cited by Amin, 2005)
Please note.
N is population size.
S is sample size.
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EFFECT OF TRAINING ON EMPLOYEE PERFORMANCE IN PLAN UGANDA

institution/university for any award.

SIMIYU RONALD MACHIMBO

AIDS Acquired Immune Deficiency Syndrome

HIV Human Immune Virus

HRAR Human Resource Annual Reports

NGO Non-Governmental Organization

USA United States of America

SPHRM/D Strategic Human Resource Management/Development

HIV/AIDS and malaria.

According to Thang, Quang, and Buyens, ( 2010), training is a form of development

attitudes to become or remain successful performers. It therefore focuses on development

This is however directed to the enhancement of efficient and effective performance at

respective organizational departmental levels.

promotion of high performance levels among employees within an Organizational set up

the personnel. Performance can be defined as the success in meeting pre-defined

levels, ranging from top, middle to bottom level alike.

function. Non Governmental Organizations like Compassionate International originating

significantly upon the overall employee performance in as far as policy implementation is

established (Armstrong, 2010).

extent of employee performance. According to the Plan Uganda policy, quality

performance is taken to be a key value, to enable employees manage organizational

significant part on performance since it creates a sense of motivation among employees at

quantity, timeliness, cost effectiveness and generally policy implementation.

in enhancing meaningful employee performance in terms of policy implementation and

service delivery, as a result of implementing training approaches, it rather still appears

problems would be identified and specific measures tailored to these needs so as to

enhance efficient and effective service delivery to the targeted beneficiaries.

training in any relevant field externally. Whereas training is crucial in enhancing

1.3 General Objective of the Study

To assess the effects of training on employee performance in Plan Uganda -Tororo

i) To establish how induction influences employee performance in Plan-Tororo

1.5 Null hypothesis

i) H0: There is no relationship between Induction and employee performance in

H1: There is a relationship between Induction and employee performance in Plan-

ii) H0: On job-training has no correlation with performance.

H1: There is a correlation between On job-training and performance

performance in Plan -Tororo.

1.6 Scope of the Study

Uganda-Tororo registered the lowest rate of performance as indicated by PILA

employee performance remains poor despite the enhancement of several training

performance in Plan Uganda-Tororo.

1.7 Significance of the Study

bridge the challenges facing implementation of the policy of training in relation to

performance in Plan Uganda -Tororo

relation to performance is concerned. It may therefore hopefully streamline the entire

implementation of the training in relation to performance in local branches in Plan

Uganda and Tororo branch in particular.

a new body of knowledge concerning training in relation to performance could be

in terms of its aims and functions.

effect, relationship between the independent (training) and dependent (employee

Independent Variable Dependent Variable

Training Employee performance

dependent variable, means efficient, effective policy implementation, high productivity,

quality work. However, availability of funds, education background, motivation levels,

tenure and experience are the moderating variable.

visits is likely to be realized in Plan Uganda, Tororo branch. It is therefore, significant to

and effective policy implementation, high productivity, work commitment, adherence to