AN INVESTIGATION OF THE IMPACT OF TRAINING AND DEVELOPMENT ON

EMPLOYEE PERFORMANCE IN THE MINISTRY OF AGRICULTURE FOR

LIVESTOCK AND FISHERIES. A CASE STUDY OF THE CHILANGA DISTRICT.

BY

MANYANDO MUYUNDA
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ABSTRACT

The purpose of this research was to look into the effect of training and development on employee
performance at the Ministry of Agriculture for Livestock and Fisheries in Chilanga District. The
research questions for the study were as follows: 1) Determine the role of training and development
in relation to job performance among ministry employees; 2) Investigate whether training and
development affect public service delivery; and 3) Identify methods for implementing training and
development to improve job performance. This study's research design was descriptive rather than
experimental. The sample population in Chilanga District consisted of 30 professional personnel
from the Ministry of Livestock and Fisheries. Secondary data was gathered through journals,
unpublished papers, and published materials, while primary data was gathered using a semi-
structured questionnaire particularly constructed for the project. SPSS version 23 was used to
analyze the data. According to the findings, employee training and education have a considerable
impact on the work performance of individuals inside a business. Several recommendations were
made in light of these findings. To begin, it was proposed that a well-coordinated training program
be formed with defined eligibility criteria, a schedule, a duration, and an application process for
interested staff. This initiative should be available to all eligible workers, rather than just a small
number of people. Second, the ministry should set aside funds at the start of each year to ensure
that the training program runs smoothly. This proactive strategy enables the departments involved
to plan appropriately with the resources available. Finally, clear criteria must be developed to
guarantee that individuals attending training receive training that is relevant to their job tasks and
duties

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Table of Contents
CHAPTER 1 .................................................................................................................................. 1

1.0 Introduction ............................................................................................................................. 1

1.1 Background ............................................................................................................................. 1

1.1.2 Ministry of Agriculture and Livestock .............................................................................. 1

1.2 Problem Statement.................................................................................................................. 3

1.3 Relevance of the Study............................................................................................................ 4

1.4 Research Objectives ................................................................................................................ 4

1.4.1 General Objective ................................................................................................................ 4

1.4. 2 Specific Objectives .............................................................................................................. 5

1. 5 Research Questions ................................................................................................................ 5

1. 6 Scope of the Study .................................................................................................................. 5

1.7 Definition of Terms ................................................................................................................. 5

CHAPTER 2 .................................................................................................................................. 7

LITERATURE REVIEW ............................................................................................................ 7

2.1 Introduction ............................................................................................................................. 7

2.2 Theoretical Framework .......................................................................................................... 7

2.2 .1 Reinforcement Theory ........................................................................................................ 7

2.2.2 Goal Setting Theory ............................................................................................................. 8

2.2.3 Human Capital Theory........................................................................................................ 9

2. 3 Benefits of Training and Development for Employees ..................................................... 10

2.3.1 Employee Performance ..................................................................................................... 11

2.3.2 Employee Satisfaction........................................................................................................ 11

2.3.3 Enhancement of Talents .................................................................................................... 11

2.3.4 Career Growth and Advancement ................................................................................... 12

2.3.5 Increased Job Satisfaction ................................................................................................. 12

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2.3.6 Adaptability to Change ..................................................................................................... 12

2.3.7 Increased Productivity and Performance ........................................................................ 12

2.3.8 Personal Development and Confidence ........................................................................... 13

2.3.9 Networking and Collaboration ......................................................................................... 13

2.4. Benefits of Training and Development to Organisations (Employers) ........................... 13

2.4. 1 Improved Worker Performance ...................................................................................... 14

2.4.2 Increased Employee Satisfaction and Engagement ........................................................ 14

2.4.3 Retention of Top Talent..................................................................................................... 15

2.4.5 Improved Employee Morale and Motivation .................................................................. 15

2.4.6 Adaptability to Change ..................................................................................................... 15

2.4.7 Talent Pipeline and Succession Planning......................................................................... 15

2.4.8 Enhanced Company Reputation ....................................................................................... 15

2. 5 Empirical Review ................................................................................................................. 16

2. 5.1 Global Studies.................................................................................................................... 16

2. 5. 2 African Studies ................................................................................................................. 17

2. 5. 2 .1 Case Reviews in Africa ................................................................................................ 17

2.6 Conceptual Framework for Training and Development on Employee Performance .... 19

2.7 Research Gaps for Further Studies ..................................................................................... 20

2.8 Chapter Summary ................................................................................................................ 21

CHAPTER 3 ................................................................................................................................ 22

RESEARCH METHODOLODY .............................................................................................. 22

3.1 Chapter Overview ................................................................................................................. 22

3.2 Research Design .................................................................................................................... 22

3.3 Study Area ............................................................................................................................. 22

3.4 Study Population ................................................................................................................... 22

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3.4.1 Inclusion Criteria ............................................................................................................... 22

3.4.2 Exclusion Criteria .............................................................................................................. 22

3.5 Sample of the Respondents .................................................................................................. 23

3.6 Study Collection of Data ....................................................................................................... 23

3.6.1 Primary Data ...................................................................................................................... 23

3.6.2. Secondary Data ................................................................................................................. 23

3.7 Data Analysis ..................................................................................................................... 23

3.8. Validity and Reliability ....................................................................................................... 24

3.9 Limitation .............................................................................................................................. 24

3.10 Ethical Considerations........................................................................................................ 24

CHAPTER 4 ................................................................................................................................ 25

PREPARATION AND ANALYSIS OF RESULTS................................................................. 25

4.0 Introduction ........................................................................................................................... 25

4.1 Demographic Profile of Respondents .................................................................................. 25

Theme 1: Does the training gained by employees help when it comes to on job application
....................................................................................................................................................... 26

Theme 2: Does training have an impact on behavior and employee productivity................ 28

Theme 3: Does training and development impact the enhancement of employee skills ...... 29

4.2 Discussion of Findings .......................................................................................................... 30

4.3 Chapter Summary ................................................................................................................ 31

CHAPTER 5 ................................................................................................................................ 32

CONCLUSION AND RECOMMENDATIONS ...................................................................... 32

5.0. Conclusion ............................................................................................................................ 32

5.1 Recommendations ................................................................................................................. 32

References .................................................................................................................................... 33

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 CHAPTER 1
1.0 Introduction
In order for an organization to achieve its goals and expected outcomes, its human resources must
be of a high grade. This has made it more important for organizations to keep their top workers on
board while also making sure that regular training sessions are held to increase worker output and
productivity. In the modern corporate environment, firms no longer view the resources used to
educate their workforce as an expense, but rather as an investment that deserves to be highly valued
(Baruch, 2014).

1.1 Background
Due to the current globalized and fast-paced corporate climate, the globe has become increasingly
dynamic in all vocations. This dynamic tendency has created a need for corporate organizations to
be more effective and efficient in their service delivery, and doing so necessitates hiring human
resource staff that are completely qualified. Every day, new technologies and procedures are
developed, and commercial organizations have realized the value of investing in human resource
workers as a means of achieving their objectives (Tayi, 2016). Every firm can benefit greatly from
investing in human resources in the manner listed below.

i. It assists in attracting and keeping the best workers who are capable of completing the tasks
demanded of them (Akinpeju, 2017).
ii. The activity encourages workers to put in extra effort and strive for perfection at all times
(Kennedy, 2015).

The aforementioned are a few of the advantages that help the firm deliver services to customers
effectively and efficiently while also fostering employee loyalty and motivation.

1.1.2 Ministry of Agriculture and Livestock

The Ministry is a division of the Ministry of Agriculture and Cooperative, which was established
by an act of the legislature to guarantee the nation's food security (MACO, 2013). The Ministry is
divided into numerous divisions, such as the Veterinary, Livestock, and Fisheries, as well as the
Research Division (Zambia Agriculture Research Institute). The primary responsibility of the
livestock and fisheries department in Zambia is to make sure that livestock and fishing are
encouraged to the fullest extent possible in order to guarantee food security in the nation and to

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export the surplus in order to generate income for the nation. The Department has implemented a
number of strategies and procedures to accomplish this enormous task.

i. To make sure that there is a well-coordinated structure that enables the departments'
divisions to collaborate in the delivery of services to the general public in order to increase
sector productivity.
ii. In order to improve service delivery efficiency, the department is constantly reviewing and
realigning its institutional and legislative structure.
iii. To ensure optimal production, the department is constantly looking for ways to improve as
well as promote the use of new technology.
iv. Supporting and enhancing cooperatives and fish farmer organizations as a means of
advancing agriculture.

Through their relationship with the extension officers, the departments collaborate with both locals
and foreigners in the industry. In order to accomplish this, the department of fisheries has
established a program to attempt to provide further education for the staff so that they are able to
perform their tasks successfully. The department has a training policy that is based on its needs.
Depending on the needs of the business at the time, the staff receives training. First and foremost,
the department's training program focuses on educating newly hired officers who join the
organization. According to the technical challenges that the employees would meet while working,
the indicator training involves training at the ministry level before moving down to the department
level.

Staff refresher training is the second type of training. The department's four training facilities,
which include Sinazongwe, Mpulungu, Nchelenge, and Mwekera training facilities for fish
farmers, are often where the refresher courses are held. The third type of training that each
department provides is long-term training, which can last the personnel anywhere from six to five
years. Typically, these quick courses are on government-to-government exchange programs where
staff personnel are sent abroad to learn from others. Additionally, staff members may be required
to attend technical training for equipment supplied by the source nation. The long-term courses
focus on staff academic advancement at both local and foreign institutions and colleges.

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The last form of training provided by the Department of Fisheries for the enhancement of employee
performance comprises seminars and workshops that are hosted by the two (2) sectors that form
the department. The department is made up of the capture fisheries and acquisition culture sectors.
These sectors are both further segmented into research and extension, and they are the ones that
are responsible for conducting these seminars and workshops.

Through their relationship with the extension officers, the departments collaborate with foreigners
as well as locals in the industry. To achieve this, the department of fisheries has established a
program to attempt to provide further education for the staff so that they are able to perform their
tasks successfully. The department has a training policy that is based on its needs. Depending on
the needs of the business at the time, the staff receives training. First and foremost, the department's
training program focuses on educating newly hired officers who join the organization. According
to the technical challenges that the employees would meet while working, the indicator training
involves training at the ministry level before moving down to the department level. In addition,
the provincial agricultural coordinator in charge of the program usually supports agriculture
officers, unlike officers from the Fisheries Department, where the employees must sponsor
themselves. Additionally, the department's limited training budget has been used to renovate the
training facilities in an inappropriate manner (MACO, 2013).

1.2 Problem Statement

To give its employees the skills they need to handle their daily tasks successfully and efficiently,
the ministry has been putting aside funds for employee education. Employee performance before
and after the training programs should be used as the basis for measuring, analyzing, and closely
comparing the value of such training programs. Employees participate in sponsored programs, but
the benefits of these types of training are hidden because there is no thorough employee evaluation
mechanism to assess performance before and after the programs.

Despite this, the agency still struggles to deliver services to the public efficiently and effectively
to meet its statutory obligations. Due to the ministry's inability to provide extension services for
the general population, the high levels of food insecurity have worsened as a result of the farmers'
lack of information from extension officers. Additionally, the ministry has not done a good enough
job of maintaining the statistics database and the distribution of early warning data on food

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security. It is thought that the ministry lacks a qualified workforce of employees who comprehend
the importance of the ministry and the role it plays in national development as a result of its failure
to deliver effective and high-quality services to the public.

Due to significant labor turnover, which lowers productivity and employee morale, training is quite
expensive. Employee training is expensive, and it requires time-consuming work from existing
staff members when new hires join the company. According to information provided by the skills
development planning unit in the ministry through the Department of Labor (DOL), as of 2012,
training and development were allocated a minor 17 percent of the funding, which is much less
than needed to handle the necessary number of people who are eligible. This information is based
on information collected by the unit annually from all departments in the ministry. The majority
of the training and development initiatives in Zambia are funded by the Netherlands, Denmark,
and the European Union through foreign aid; however, occasionally the government picks up the
tab. The study's goal is to determine how training and development affect employees' performance
in the agricultural industry in Chilanga District as a result of the aforementioned elements.

1.3 Relevance of the Study

This study is significant because it will serve as a reference for decision-makers from other
government agencies, quasi-governmental organizations, and other businesses. Additionally, it
will support the promotion of employee training in businesses so that staff members may work
successfully and efficiently for the Ministry of Agriculture, Livestock, and Fisheries in the
Chilanga District. Finally, it will guide enterprises toward the best course of action when
developing programs designed to raise the abilities of their employees.

1.4 Research Objectives

1.4.1 General Objective

• The general objective of the study is to explore the influence of training and
development on employee performance within the Ministry of Agriculture for
Livestock and Fisheries. The study will specifically focus on conducting a case study
in the Chilanga District to examine the impact of training and development initiatives
on employee performance in the mentioned ministry.

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1.4. 2 Specific Objectives

1. To determine the relationship between training and development and job performance
among employees in the Ministry of Agriculture for Livestock and Fisheries in the
Chilanga District.
2. To examine the impact of training and development on service delivery to the public in
the Ministry of Agriculture for Livestock and Fisheries, specifically in the Chilanga
District.
3. To evaluate the effect of training and development on the enhancement of employee skills
in the Ministry of Agriculture for Livestock and Fisheries in the Chilanga District.

1. 5 Research Questions

The research will endeavor to answer the following questions

1. What is the relationship between training and development and job performance among
employees in the Ministry of Agriculture for Livestock and Fisheries in the Chilanga
District?
2. What is the impact of training and development on service delivery to the public in the
Ministry of Agriculture for Livestock and Fisheries, with a specific focus on the Chilanga
District?
3. What is the effect of training and development on the enhancement of employee skills in
the Ministry of Agriculture for Livestock and Fisheries, specifically in the Chilanga
District?

1. 6 Scope of the Study

The study will be limited only to the Ministry of Agriculture for Livestock and Fisheries in
Chilanga District.

1.7 Definition of Terms

Development: A pathway that leads to the formation of wealth or desired positive change as a
result of positively implemented drivers for the desired change. (McNamara, 2008)

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Employee Performance: This is simply the overall performance of an employee in all tasks that
are assigned to him/her. (Afshan, 2012).

Training: This is the art of impacting knowledge in others with the aim of making them competent
and efficient in managing as well as executing of the knowledge and skills learnt. (Armstrong,
2008)

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 CHAPTER 2

LITERATURE REVIEW
2.1 Introduction
This part is focused on the review of literature done by other researchers on the topic under study
and the effect it has on employee performance. This part will also show the theoretical and
conceptual framework that will guide this study.

2.2 Theoretical Framework

The reinforcement, goal-setting, and human capital theories serve as the foundation for this study.
These ideas try to demonstrate the relationship between employee training, development, and
performance output. Generally speaking, three ideas contend that developing one's talents makes
it easier for a person to deal with disequilibrium in a dynamic work environment.

2.2 .1 Reinforcement Theory

The notion of reinforced behavior has been applied in a variety of fields to help people stop or
reinforce undesirable behaviors in a variety of contexts, including the workplace, classroom, and
community settings. The idea has a positive reinforcement impact that has a lot to do with the
explicit manner in which to reinforce new beneficial behaviors by giving incentives or prizes rather
than removing them in an effort to lessen some undesirable behaviors among employees in the
workplace. These incentives can be intrinsic or external. The first one deals with intangibles,
whereas extrinsic rewards are related to funding for more training, wage increases, and
promotions.

Because of its motivating component, this theory is well regarded across a variety of disciplines.
The theory focuses on an individual's internal state and the consequences of their actions, both
good and bad. According to Skinner, the theory's originator or, more precisely, proponent, any
institution or organization must be established successfully at the organizational level in order to
encourage personnel. When workers in a company think they will be recommended for further
training if they perform well, they are more motivated to do so. The theory is incredibly
straightforward, practical, and easy to use, making it simple to manage employee behavior and
improve performance.

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Positive reinforcement: This is one of the strategies used by reinforcement theory to provide a
person with a favorable action or reaction for acting morally or producing the required results in
the workplace. For instance, under the government system in place in the Zambian civil service, a
worker has the right to pursue career progression after two years of employment. The employee is
suggested for training after this term of dedicated labor and successful performance of duties,
which typically entails sponsorship from the company. If an employee pays for themselves, the
employer should reimburse them for their expenses.

Negative Reinforcement: This theory's component focuses on rewarding employees in an effort

to lower unfavorable workplace behavior. These benefits can include wage reductions and
suspensions for any undesirable employee behavior. By letting them know what will happen if
their performance falls short of expectations, this vice helps the employee focus.

2.2.2 Goal Setting Theory

The theory, which Locke developed in 1968, contends that motivation for labor comes mostly from
one's intention toward one's task or from a goal. According to this notion, setting clear expectations
for employees results in high rates of job performance. As opposed to the general goals that are
typically set by many organizations, employees produce more when the goals are more
challenging. Because the phrase "only the best is good enough" calls for a clear definition of what
constitutes acceptable performance inside an organization, staff members can better understand
what is expected of them and the company as a whole.

Employees in an organization perform better when they receive regular feedback from their
superiors on how well they are doing their work in relation to achieving targets or goals because
this enables them to conduct a thorough self-analysis in the areas they are doing well and not,
according to Huczynski and Buchanan (2012). In this regard, the goal-setting theory promotes the
idea that a person is always dedicated to a goal as long as there are checks and balances. Regular
feedback helps modify an individual's behavior.

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The capacity to focus throughout displays a person's dedication to achieving the goal established
by the company. This tactic only serves as a motivating tool to encourage employees to perform
more quickly and efficiently. By supporting their enthusiasm and efforts and providing them with
regular feedback from their superiors or employers, this further improves employee performance.

The theory has three specific aims, and these are:

1. It maintains that a specific high goal is accompanied by better performance as opposed to

lower goals.
2. The second aim postulates the existence of a linear association between a goal and
performance. This is simply to say that the higher the goal, the more employees are likely
to do better and perform efficiently.
3. Lastly, this theory state is of the school of thought that behaviour is influenced by several
factors which are responsible for one’s performance

This theory, however, has been criticized by some scholars for having a structure that does not
efficiently help conduct staff appraisal systems.

2.2.3 Human Capital Theory

This idea aims to show how employee performance, training, and development are related. It was
cited in an explanation of how training improves organizational performance. The theory was
developed in response to a school of thought that asserts that knowledge that affects an employee's
performance is knowledge that is either innate or gained via learning. When an employee is sent
for training of any kind, they usually put in extra effort into their studies to impress their bosses.

In order to demonstrate to the employer that the training was not a waste of resources by the
company, the trained employee sets a pace for optimum performance in terms of service delivery
when the studies are complete. The company gains from the employees' desire to demonstrate their
abilities and expertise in performing their jobs. The benefits to the company from these
contributions by employees who have received education from their employers are enormous
(Bratton, 2012).

Garrick (2009) argued that "people are worth investing in as a form of capital" in his study on the
creation of human capital. The performance of a person is what is considered the return on

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investment, which is also translated as expenses and benefits, along with the outcomes attained
after the investment in training. According to Sen (2014), "human capital focuses on the agency
of humans through skill, knowledge, and effort in enhancing production possibilities."

This school of thought is closely tied to the study because the organization's investment in the
skills of the workers they hire determines the output of the workforce. Although sometimes trained
workers may choose to quit the organization after being trained, improving the workers' skills in
their subject areas always yields favorable consequences.

2. 3 Benefits of Training and Development for Employees

Programs for employee training and development are essential for improving the employees' total
capabilities, knowledge, and skills. Employees who take part in these projects stand to gain a great
deal, both personally and professionally.

Noe (2001) asserts that organisations that place a high priority on training and development
procedures establish themselves as dependable stewards of the interests of their numerous
stakeholders, including clients, partners, staff members, and shareholders. This sustained
dedication to their stakeholders helps the organization operate financially better. Further, Myles
(2002) also highlights the fact that organizations that invest in thorough employee training and
development, together with performance-based awards, foster a motivated workforce that is more
likely to be engaged in their work. Improved performance and organizational loyalty follow from
this.

These motivated and well-trained staff interact with clients and offer exceptional service, which
boosts repeat business and favorable recommendations from pleased clients. Increased service
delivery and profits in an organization as a result of increased sales through various channels raise
the value of the organization. As a result of the higher returns on their investments, shareholders
profit, and some may decide to make additional investments in the company as they see its
promising future.

This situation highlights the reciprocal relationship between training and development programs
and overall performance, which Lisk (1996) termed a "virtuous circle." Organizations foster
stakeholder trust and loyalty through fostering employee growth, acknowledging their
contributions, and providing great customer service, which results in long-term financial success.

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Additionally, Learner's (2016) eleven-year study found that enterprises with cultures that stress
training and development as well as ethical ideals encompassing employees, customers, and
stakeholders perform significantly better than businesses lacking these cultural traits. Seligman
(2018) went on to underline that productivity and job satisfaction both rise when values are well
defined and widely held. From the viewpoint of employees, the following are some major benefits
of training and development:

2.3.1 Employee Performance

In many organizations the world over, the training of employees is synonymous with positive work
performance. A well-equipped organization with the right human resources that are well skilled
and trained is destined for high productivity as well as effective and efficient service delivery.
April (2011) posits a positive correlation between training and work performance, which leads to
the fulfillment of organizational goals.

Training is only a learning process that a person goes through to gain the necessary information
and skills to carry out a certain task successfully and effectively (Gordon, 2012). In many firms,
effective service delivery and staff performance are typically synonymous with training.

2.3.2 Employee Satisfaction

Even if the investment ultimately helps the company, working with companies that are willing to
invest in their employees is valuable. Khawaja (2010) did research on the value of education and
its advantages for businesses in Malaysia. According to this study, employee training improves
the dependability of the company. According to a conceptual study, businesses that offer training
and development opportunities for their staff members experience high levels of employee
satisfaction and low staff turnover. Because employees see that their employer is investing in their
future careers, training boosts an organization's dependability.

2.3.3 Enhancement of Talents

Training programs give employees the chance to hone and develop their talents. Training gives
employees the skills they need to succeed in their jobs, whether they are hard skills like
communication and problem-solving, soft skills like leadership, or technical skills. Enhancing their

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skills makes them more valuable to the company and gives them more confidence to handle work-
related duties.

Employers can obtain the workers' full cooperation by meeting their most basic demands, such as
career progression, employment stability, and motivation, through allowances. When these goods
are offered to employees, they typically feel safer and more wanted, and their loyalty is therefore
purchased. Increased productivity and performance in the performance of one's duties follow from
an employee's loyalty to the organization (Wagner, 2010).

2.3.4 Career Growth and Advancement

Training and development programs frequently coincide with job advancement. They give
workers the chance to learn new skills and abilities that may lead to promotions or more difficult
positions. Employees who make an investment in their own development are more likely to be
considered for career advancement opportunities since they have proven their dedication to
professional improvement.

2.3.5 Increased Job Satisfaction

When employees have access to opportunities for training and development, they feel their
company values and respects them. These actions demonstrate the organization's commitment to
its advancement and success. As a result, workers report higher levels of job satisfaction since they
know their employers are concerned about their personal and professional growth. Higher
involvement and devotion to their work result from this increased satisfaction.

2.3.6 Adaptability to Change

In today's dynamic business landscape, organizations must adapt rapidly to new technologies,
processes, and market trends. Through training and development, employees acquire the skills
needed to navigate these changes effectively (Wagner, 2010). They become more adaptable and
flexible in their roles, which enhances their job security and reduces the stress associated with
transitions or organizational transformations.

2.3.7 Increased Productivity and Performance

Employees who have received adequate training perform their jobs more effectively and
comprehend their responsibilities better. They are able to operate more productively and

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successfully as a result, which raises performance and production levels. Employees who have
received training are better equipped to streamline their processes, find effective solutions to
issues, and make wise judgments, all of which benefit the firm as a whole.

2.3.8 Personal Development and Confidence

Training and development initiatives not only enhance employees' professional skills but also
contribute to their personal growth. These programs often incorporate personal development
elements such as time management, stress management, and interpersonal skills. By improving
these aspects, employees gain more confidence and become more well-rounded individuals,
capable of managing both their personal and professional lives effectively.

According to Myles (2000), organizations that prioritize employee growth and development as
well as performance rewards experience an increase in employee motivation. As a result, their
commitment to their work increases, which improves both their performance and corporate loyalty.
These employees are more engaged and motivated because they have frequent interactions with
customers, which boosts customer satisfaction, sales, and word-of-mouth referrals.

2.3.9 Networking and Collaboration

Training programs provide opportunities for employees to interact with colleagues from different
departments or even external professionals. This networking and collaboration facilitate the
exchange of ideas, best practices, and diverse perspectives. Employees can build valuable
relationships and expand their professional networks, which can lead to new opportunities,
mentorship, and collaboration in the future.

In summary, training and development initiatives in organizations have a profound positive impact
on employees. They enhance skills, contribute to career growth, increase job satisfaction, foster
adaptability, improve productivity, promote personal development, and encourage networking. By
investing in their employees' development, organizations create a mutually beneficial environment
that leads to higher employee engagement, retention, and overall success.

2.4. Benefits of Training and Development to Organisations (Employers)

Tahir et al. (2014) and Erasmus et al. (2015) both emphasize the importance of training and
development in human resource management. Erasmus et al. (2015) define vocational training as

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the intentional development of information, skills, and capabilities for specific activities or
professions. Employee development, as outlined by Erasmus et al. (2019), encompasses a broader
scope focused on workers, including job rotation, coaching, and mentoring interventions, career
development opportunities, performance management, and enhancement initiatives. Training and
motivation are recognized as the most crucial factors that inspire individuals to perform at their
best. The International Labour Organization (ILO) states that employers have a duty to provide
training to their employees in order to contribute to national development.

Training and development are important for human resources management and involve deliberate,
methodical actions aimed at improving abilities, competencies, and knowledge. The main goal of
training is to improve the skills needed to achieve organizational goals. Development is a
comprehensive and protracted process that emphasizes personal growth in order to prepare people
for roles and responsibilities in the future. Training and development programs offer numerous
benefits to organizations, playing a vital role in their overall success and growth. Here are some
key advantages of training and development for organizations:

2.4. 1 Improved Worker Performance

Training and development initiatives give staff members the information, abilities, and
competences they need to do their jobs well. Organizations can increase productivity, efficiency,
and the caliber of work through enhancing employee performance. Employees with adequate
training are better equipped to overcome obstacles and accomplish corporate objectives, which
improves performance in general.

2.4.2 Increased Employee Satisfaction and Engagement

Offering training and development opportunities demonstrates that the organization values its
employees and is invested in their professional growth. This fosters a sense of satisfaction, loyalty,
and engagement among employees. When employees feel supported and have opportunities for
development, they are more likely to be motivated, committed, and dedicated to their work.
Additionally, Learner's (2016) eleven-year study found that enterprises with cultures that stress
training and development as well as ethical ideals encompassing employees, customers, and
stakeholders perform significantly better than businesses lacking these cultural traits. Seligman
(2018) went on to underline that productivity and job satisfaction both rise when values are well
defined and widely held.

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2.4.3 Retention of Top Talent
Programs for training and development are essential for keeping top personnel within the
company. Employee retention is higher at companies that provide opportunities for development
and progress. Organizations may establish a productive and encouraging work environment that
attracts and retains qualified workers, lowering turnover and the associated costs, by investing in
employee development.

2.4.5 Improved Employee Morale and Motivation

Training and development initiatives contribute to increased employee morale and motivation. As
employees acquire new knowledge and skills, they gain confidence in their abilities, leading to
higher job satisfaction and motivation to perform at their best. This positive morale translates into
a more productive and engaged workforce.

2.4.6 Adaptability to Change

Organizations must be adaptive in the rapidly shifting business environment of today to be
competitive. Employees may keep up with the newest market trends, innovations, and best
practices thanks to training and development programs. As a result, the organization becomes more
agile and sensitive to shifting market demands. This improves their capacity to adjust to changes
and embrace new projects.

2.4.7 Talent Pipeline and Succession Planning

Training and development initiatives create a pipeline of skilled and competent employees within
the organization. By identifying and nurturing high-potential individuals, organizations can
develop a pool of future leaders and successors for key positions. This proactive approach to talent
management ensures continuity and long-term success for the organization.

2.4.8 Enhanced Company Reputation

Organizations that invest in training and development are often perceived as desirable employers
and industry leaders. Such companies tend to attract top talent, earn the respect of customers and
suppliers, and build a positive reputation within their respective industries (Nassazi, 2013). A
strong company reputation can lead to increased business opportunities, partnerships, and a
competitive advantage in the marketplace.

15
2. 5 Empirical Review
Technology progress has boosted consumer expectations for quality and service and increased
consumer competitiveness, making training and development a crucial part of the development of
human resources. Its importance has grown globally as a result of the fact that it aids employees
in finding new jobs.

2. 5.1 Global Studies

In a study conducted by Darshani (2018) in Sri Lanka, the primary objective was to determine the
significant influence of training and development on employee job performance. The research also
explored the significant impact of various factors on employee job performance, including training
needs identification, training applicability to the job, training design to improve skills,
development opportunities, perception of the organization's long-term goals, and continuous
commitment to employee development. The study was carried out among a sample of 100
employees at the Regional Development Bank Head Office, using stratified random sampling
techniques. The response rate for the survey was 100%. Data was collected through a standardized
questionnaire, and data analysis was performed using the Statistical Package for Social Sciences
(SPSS), incorporating descriptive statistics, correlation analysis, and regression analysis. The
findings revealed a significant positive relationship between training and development and
employee job performance. Among the different dimensions studied, employee training needs
identification had the highest impact (r2 = 0.091), while training applicability to the job had the
lowest impact (r2 = 0.016) at the Regional Development Bank Head Office. Based on these results,
it is strongly recommended to conduct further research on the impact of training and development
on employee job performance, given its crucial significance.

Ballot's (2012) study highlighted the importance of increasing employee training to bridge the
skills gap and enhance long-term economic performance. Limited research has been conducted on
the direct effects of work-related training on measures of productivity. The study found a
connection between employee training and pay, suggesting that when employees acquire a certain
level of training and certification, they are likely to exhibit higher productivity, leading to
increased remuneration.

A study on the effect of training on employee performance at United Bank Limited was done in
Peshawar City, Pakistan. The study's primary goal was to identify more effective strategies for

16
raising worker productivity and performance. The research found a strong correlation between the
independent and dependent variables. Employee productivity and performance were dependent
variables, whereas training and development were independent variables. According to the study's
findings, proper, well-coordinated training and the establishment of employees are what cause
employees in many firms to perform better.

2. 5. 2 African Studies
2. 5. 2 .1 Case Reviews in Africa
A study was conducted by Chris (2011) in Nigeria with the aim of describing the significance of
training and the review process involved among selected banks in Lagos (Nigeria). The study
revealed that most organizations do not carefully review their programs geared toward training the
workforce to ensure that the organizational objectives and missions are realized. The study
concluded that training was very vital in changing the mindset and ability of the workforce, not
only in performing their current job but also in aiding the fulfillment of future expectations from
employers. This goes to show the importance of such programs in organizations and the ability
they have to increase the performance of the employees; it is not an exercise that can be overlooked
by any organization.

Ezekiel (2012) conducted a study to develop an effective and sustainable framework for training
and developing construction craft in the Nigerian construction sector. A combination of secondary
data from literature reviews, quantitative data from a questionnaire survey, and qualitative data
from semi-structured interviews and document analysis were used to gather comprehensive data.
The framework underwent validation by experienced professionals in the industry and academic
experts, and it was deemed capable of ensuring effectiveness and promoting sustainability in craft
skills training and development. To achieve sustainability and effectiveness, specific attention
must be given to the construction sector and a regulatory body responsible for implementing and
overseeing skills training and development in the construction industry is essential. Additionally,
the study emphasized the importance of providing effective guidance and counseling systems to
educate and inform youths and potential trainees about the economic prospects and significance
of pursuing construction-related craft careers. The Construction Craft Skills Training and
Development (CCSTD) Framework presented in this study is a significant contribution to the field
and is recommended for adoption by the government, construction sector, professional bodies,

17
training providers, and other stakeholders involved in skills training and development in the
Nigerian construction sector.

Amadi (2014) conducted a study in Kenya to investigate the influence of training and development
on employee performance, using the Safaricom Call Center in Nairobi as a case study. The research
adopted a case study approach and collected data from a sample of 340 employees working at the
Safaricom Call Center. The findings revealed that training and development had a positive impact
on employee motivation and performance, attributed to the provision of diverse, relevant, and
high-quality training opportunities. The study concluded that continuous training and development
initiatives are crucial, considering factors such as competition, market dynamics, customer
satisfaction, and net promoter score. Therefore, the study recommends that training needs at
Safaricom be aligned with overall company objectives and that the company's goals should
determine the specific training programs organized for the staff.

A study conducted by Tuyoleni (2022) investigated the impact of perceived training and
development on employee performance, specifically exploring the moderating role of motivation.
The research was conducted at the City of Windhoek (CoW) in Namibia, with a descriptive
research design employed, utilizing a case study approach focused on the selected organization.
Convenience sampling was used to select a sample of 762 staff members from a total population
of 2547 employees at the CoW. The findings of the study revealed that the perception of training
and development programs among employees at the City of Windhoek did not exhibit a clear
pattern, with two recommendations proposed: Firstly, the management at the City of Windhoek
undertake a systematic review of the training and development policy and secondly, a
comprehensive review of the training and development curriculum at the CoW is recommended.

Musili (2010) conducted a study on the perceived effectiveness of training and development on
the performance of in-flight attendants at Kenya Airways Limited. A case study research design
was employed, and the study population included all in-flight attendants currently employed by
Kenya Airways, totaling 900 individuals. Data was collected through a semi-structured
questionnaire administered using a drop and pick method. The findings of the study revealed that
training and development were perceived by in-flight attendants as crucial to their performance.
Kenya Airways has implemented training programs for in-flight attendants to facilitate teamwork
and smooth operation of scheduled flights. Training sessions provided clarity on work

18
expectations, led to the elimination of job discrepancies, risk mitigation, and ensuring harmony
and consistency within the team. Suggestions were made to improve training facilities, incorporate
simulators, conduct more frequent training sessions, provide more channels for feedback, simplify
complex training materials, and provide training handouts. Future research could explore training
and development practices in other departments within Kenya Airways or examine other airlines.

Njuguna Nguku (2006) conducted a survey on staff training and development practices in state
corporations in Kenya with the aim to describe the training and development programs used by
corporations and understand their effectiveness. Personal interviews were conducted with the
heads of the human resources function in the state corporations, and data analysis was done using
content analysis techniques. The study concluded that training is particularly important for
organizations with stagnant or declining productivity and those incorporating new technologies. It
emphasized the need for a flexible and adaptable workforce to meet changing consumer
requirements. Tailored training courses specific to each organization were found to be effective
but relatively rare. The study recommended a shift in the emphasis of management training to align
with corporate functions and strategies. Employee training focused on acquiring job skills and
adapting to technological changes. A positive training philosophy that takes a strategic, problem-
based, action-oriented, performance-related, and continuing development approach was
recommended. Organizations were encouraged to invest substantially in training to maintain the
required skill levels.

Lastly, Kum (2014) conducted a study investigating the impact of training and development on
employee performance within the context of ESCON consulting. The findings indicated that
working conditions and a lack of resources have an impact on the training and development of
employees. The study recommends specific areas for improvement, such as enhancing
management support, providing regular feedback to employees, and implementing continuous
employee training, which are expected to enhance employee performance.

2.6 Conceptual Framework for Training and Development on Employee Performance

The human capital theory is one of the theories that is generally used by the public service in most
African countries, especially Sub-Saharan Africa (Kelly, 2000). The theory is biased towards the
investment of the organization's resources into humans in the form of training because it tends to
be beneficial to the organization in the long run as employees are able to enhance their performance

19
and productivity. The conceptual framework that guides this study is derived from the literature
that has been reviewed, as discussed earlier in this chapter. For this study, the independent
variables adopted are training and development, which are assumed to have a positive impact on
the dependent variable, which in this study is the performance of the employees in the organization.

Figure 1 below shows the conceptual framework

EFFECTIVE TRAINING AND

DEVELOPMENT

Improved Employee Improved Employee

Acquisition of
Efficiency & Job Performance
Knowledge & Skills
Effectiveness

Improved Organisational Service Delivery &

Organisational Competitive Advantage

Author, 2023)
Fig. 1 Conceptual Framework
2.7 Research Gaps for Further Studies
Most studies are centered mainly on determining whether training and development has a positive
impact in terms of job performance among employees. However, much effort or further studies
should attempt to find out whether training and development of employees has a negative
correlation with employee retention in the organization. Further, studies on these studies be also
extended to the private sector organization.

20
2.8 Chapter Summary
To summarize, this chapter has presented a review of relevant literature on the subject matter,
highlighting previous studies conducted and identifying research gaps. The subsequent chapter
will outline the methodology and approach that will be employed in conducting the study.

21
 CHAPTER 3
RESEARCH METHODOLODY

3.1 Chapter Overview

This section of the chapter will discuss in detail the research methodology employed in this study,
outlining the procedure and steps taken to ensure the proper execution of the study. This includes
detailing the process of data collection, the subsequent data analysis phase, as well as addressing
the ethical considerations that were given due attention throughout the process of conducting the
study.

3.2 Research Design

This study design was non-experimental, as it did not involve people studied under controlled
conditions. Instead, the participants in the study freely stated their ideas, fully conscious of their
function as volunteers. The study used a descriptive design, presenting quantitative findings using
tables and figures while organizing qualitative findings thematically.

3.3 Study Area

The study was conducted in Chilanga District along Kafue Road specifically at the Department of
Fisheries which is under the Ministry of Agriculture and Livestock since the district has the highest
numbers of employees in the fisheries department hence making the place suitable for the study to
be carried out.

3.4 Study Population

The study population has 288 professional employees working in the Department of Fisheries
which is under the Ministry of Agriculture and Livestock. The study population was constituted
of selected employees from the department fisheries out of the departments in the ministry.

3.4.1 Inclusion Criteria

All the professional workers aged twenty-five years and above have been working for at least
over five years in the department of Fisheries.
3.4.2 Exclusion Criteria
All the workers at the department of fisheries under the age of twenty-five years together with all
professional staff that have worked for less than five years. Lastly all the Classified Daily

22
Employees (CDEs) in the Department include cleaners, drivers as well as casual workers. The
aforementioned will be identified and separated or excluded using a staff list.

3.5 Sample of the Respondents

Sekaran (2003) advises that too large a sample size could become a problem and recommended
sample sizes between 30 and 500. The department has approximately 288 professional employees
and 30 will be randomly selected from the total number of professional employees. For this study,
Microsoft excel was used to generate samples of the study participants. The study organization has
a total of 288 professional employees and their names were tabulated in excel where the 9th name
of employee register was obtained from the Registry with the permission of the Director. A random
sampling procedure was used. The 9th name of employee from the list of selected names was
automated selected for participation in the study after inserting a tubulation instruction in excel.
Therefore, the study consisted of 30 respondents that were selected.

3.6 Study Collection of Data

The study used both primary and secondary data collection methods as discussed below.

3.6.1 Primary Data

This information was collected by administering a semi-structured questionnaire that was

designed.

3.6.2. Secondary Data

Secondly data was collected from the existing literature such as journals, books, electronic books
and training reports, training forms as well as appraisal forms were scrutinized.

3.7 Data Analysis

The data collected was analyzed using statistical software known as the Statistical Package for
Social Scientists (SPSS Version 24). The questionnaires were individually coded by the researcher
personally.

23
3.8. Validity and Reliability

The gathered information selected was that only that was necessary to the study in order to avoid
ambiguity. The study has fully addressed the research questions and objectives the research
intended to answer and achieve.

3.9 Limitation

Time was limited in the sense that finances were a challenge as this study was self-financed by the
researcher. In some instances, some of the respondents requested to be bought a drink before they
could participate in the study. Also getting information from top management was a bit of a
challenge.

3.10 Ethical Considerations

The anonymity of the respondents was observed so that the participants could freely give out
information especially on some sensitive questions that they were required to answer.

24
 CHAPTER 4
PREPARATION AND ANALYSIS OF RESULTS
4.0 Introduction
This chapter presents the findings of the research in line with the four research questions: does
training help when it comes to job application, does training have an impact on behaviour and
employee productivity, to what extent does job training and development affect employee
performance and does training and development increase employee performance. Both qualitative
and quantitative data are presented side-by-side in the themes. Ryan et al (2006) argue that there
are no prescribed post-positivist ways to analyse qualitative data.

4.1 Demographic Profile of Respondents

The results revealed that the sample was primarily composed of males from the Department of
Fisheries, accounting for around 67% of the entire sample. It is important to highlight that this
distribution does not reflect a skewed sample but rather the greater representation of males in this
sector in Zambia. It was discovered that 74 of the professional members of staff at the Department
of Fisheries were male professionals, while the remaining members were female professionals. As
a result of the population's composition, any sampling method would have produced a comparable
sex and gender distribution.

However, there was a rather balanced distribution of sex or gender among respondents in both the
population and the sample. This is affected by the tendency in Zambia, where women tend to favor
social sciences over natural sciences the recommended qualification for most researchers at the
department of fisheries. Despite a variety of hurdles and lower entry points, many women fail to
excel in these industries.

In terms of age, the majority of respondents were in the 36–45-year range, followed by the 25–30-
year range, and finally the 46–55-year group, which generally corresponded to the retirement age
at the time of the survey. It is worth noting, however, that modifications in the law have changed
the retirement age, as shown in Table 1 below. The age range of 36–45 years had the highest
proportion of respondents, with 33% having a bachelor's degree and 20% having a diploma at the
time of the survey. Among the respondents, this age group had the highest degree of educational
attainment.

25
Table 1: Age of Respondents

Frequency Percentage

Valid 25-30 8 26.7

36-45 16 53.3

46-55 6 20.0

Total 30 100.0

When age was cross tabulated with the level of education. The majority of the educated were aged
between 36-45, with the highest level of education attainment at PhD level being in the range of
46-55. It was found that those with PhDs had worked for more than ten years with the Fisheries
Department.

Table 2. What is your age * What is the level of your of education Cross tabulation

What is the level of your of education

Diploma Level Degree Level Master Level PHD Level Total

What is your age 25-30 3 5 0 0 8

36-45 6 10 0 0 16

46-55 1 1 1 3 6
Total 10 16 1 3 30

Theme 1: Does the training gained by employees help when it comes to on job application
Sims, (2006) considers the purposes of learning from the employee perspective are basically to
gain promote advance career. In the quest to see to it change in careers, learning programs for
employees helps them to improve their own well-being as well as that of the organisation.
Majority 26 (88%) of the respondent felt that training helps to improve on job application as well
as improve employer and employee relation with a substantial amount of them 4 (13%) suggesting

26
that it does not help to improve. It was further discovered when the above variable was cross
tabulated with level of education to ascertain the response pattern, the results according to table 2
below. It was revealed that majority 80% of the respondents regardless of whether they had
attained a Diploma, Degree, MA, and PhD were of the view that training helps to improve on job
application. A substantial number 20% of them had different reason where some felt that despite
training an individual can still under perform because performance is based on an individual basis
and commitment.

Table 3. level of Education

Does the training help to

improve employee-employee
relationship and on job
application

Yes No Total

What is the level of Diploma

10 0 10
education Level

Degree Level 10 6 16

Master Level 1 0 1

PHD Level 3 0 3
Total 24 6 30

The findings of the study aimed at assessing the effectiveness of the induction program within the
organization indicate that 56% of the respondents agreed that it was a well-organized program. On
the other hand, 26% of the respondents expressed disagreement, as illustrated in Figure 1 below.
The study findings revealed that 56% of the respondents perceived the induction program within
the organization as well-organized. In contrast, 26% of the respondents disagreed with this view,
as depicted in Figure 1 below.

The reason for such a finding or result could be attributed to various factors. One possible
explanation is that the organization has implemented an efficient and structured induction program

27
that effectively introduces new employees to the organization's policies, procedures, and culture.
This positive experience could have led most respondents perceiving the program as well-
organized.

Conversely, the dissenting respondents may have had different experiences with the induction
program. Their perception of disorganization could stem from factors such as inadequate training
materials, a lack of clear communication during the induction process, or inconsistencies in the
program's implementation across different departments or locations.

Further analysis and exploration of the reasons behind these perceptions could provide valuable
insights for the organization to improve and refine its induction program, addressing any
shortcomings and enhancing overall effectiveness.

Induction as a well Planned Exercise in the

Organisation
26.70%
Disagree

56.70%
Agree

16.70%
Strongly Agree

0 0.1 0.2 0.3 0.4 0.5 0.6

Series2 Series1

Figure 2 Showing the Induction Program as a Planned Exercise in the Organization

Theme 2: Does training have an impact on behavior and employee productivity
The study findings revealed that a significant majority, comprising 83% of the respondents,
believed that training plays a crucial role in enhancing employee productivity within the
organization. Conversely, a minority of 16.7% expressed the opinion that training does not
guarantee employee productivity. It is important to note that the productivity of an employee can
be hindered if they do not receive appropriate training. Interestingly, the study discovered that a
majority of the respondents did not strongly agree with the notion that the training exercises were

28
well organized, contrasting with the perceptions of the minority. These findings are depicted in
Figure 2 below.

The above findings, it can be inferred that employees who undergo development programs must
be provided with the necessary resources and receive management or leadership support. This
support is crucial in enabling employees to effectively apply the new skills acquired through the
development programs, leading to initiatives and programs that benefit the organization. By
investing in the development of their employees and facilitating the translation of acquired skills
into improved performance, organizations can reap significant benefits.

Does Training enable employees Become More

Productive
Yes No
17%

83%

Figure 3. Showing whether training enables employees to become more Productive

Theme 3: Does training and development impact the enhancement of employee skills
The findings of this study revealed that 83% of the respondents strongly believed that job training
and development have a profound impact on employee performance, both at the organizational
and personal levels. Training leads to various positive outcomes, such as improved profitability
and foster a more positive attitude towards profit orientation within the organization. It also
enhances job knowledge and skills at all levels of the organization, boosts workforce morale, and
serves as a catalyst in increasing employee morale. Additionally, job training plays a crucial role
in developing decision-making and problem-solving skills, enabling employees to adapt their daily
work routines to empowerment, and fosters the development of mutual trust and understanding
between supervisors and subordinates. In essence, this study underscores the significance of job
training and development in driving employee performance. By investing in training initiatives,

29
organizations not only enhance their bottom line but also cultivate a motivated and skilled
workforce that can contribute to achieving organizational goals effectively.

Does on Job Training and Development Affect

Employee Performance

83%

27%
0 0
1 2 3

Figure 4. Showing the Relationship Between Training and Development with Employee
Performance
4.2 Discussion of Findings
Going by the above findings from the presentation and interpretation of the findings, the study key
findings indicate that that a majority 88% indicated that training and development contributed to
achieving job application as well as effectiveness and efficiency. This is in line with Bratton’s
views on the importance of investing in the education of workers for the purpose of developing
their skills. The findings are also in agreement with the study by Chris (2011) in Nigeria where it
was found that training was very vital in changing the mind set and ability of the workforce not
only performing their current job but also in aiding the fulfilment of future expectations from the
employers. This goes to show the importance of such programs in organisations and the ability
they have in increase the performance of the employees, it is not an exercise that can be overlooked
by any organization.
Furthermore, 83% of the sampled employees admitted that impact of training on their work
performance was excellent. They also indicated that, training content was relevant to achieving
their personal needs, goals, and self-development. This trend has been used from time to time by
organisations. The findings agree with a study that was conducted by April in 2010 were found that

30
raining generates benefits for the employee as well as for the organization by positively influencing
employee performance through the development of employee knowledge, skills, ability, competencies
and behavior. Based on these two findings, it can be said that lack of training is and well plan training
is a recipe for disaster for any given organization as the employees get demotivated. Therefore, training
as seen is a must and should not be overlooked in any way possible.
The outcome of the findings indicates the absence of a properly well-organized training program
for the organization in equipping their workers with further or rather opportunities for further
studying in order to improve their skills for the day-to-day duties in line with the prescribed work
to be done.
The study also indicates from the findings that there are mixed views in relation to the workers’
views on employee training resulting in positive performance of the work in carrying out duties.
A fraction of 27% of the participants indicate that despite some of the workers having gone for
training, the workers are still not able to execute their duties effectively as expected after
undergoing training. Another 63 % of the participants were of the view that training only arouses
and induces interest or rather motivates an individual employee, but the onus is on the individual
employee to execute.
Further, what arouses the motivation to perform in an organization varies from employee to
employee, others are motivated by money while others prefer training and refresher courses as
motivation. Hence when one who is motivated by the latter is taken vice versa then automatically
the maximum input and execution of duties would change.
4.3 Chapter Summary
This chapter presents the research findings on training and development in the organization,
primarily consisting of males from the Department of Fisheries in Zambia. The findings showed
that training has a positive impact on job application and employer-employee relationships, with
88% of respondents believing in its benefits. The effectiveness of the induction program was
evaluated, with 56% agreeing it was well-organized, 26% disagreeing. The study concluded by
emphasizing the importance of investing in well-organized training programs tailored to individual
needs for overall organizational growth and success.

31
 CHAPTER 5
CONCLUSION AND RECOMMENDATIONS

5.0. Conclusion
Based on the substantial evidence presented in the preceding chapter, it is possible to conclude
with certainty that training, and education have a significant impact on the work performance of
people inside a company. The study clearly shows that well-trained employees are more likely to
do better than their less-trained peers. However, it is critical to remember that individual attitudes
toward work have a significant impact on employee performance. The study focuses on instances
in which, despite training, certain employees struggle to meet expectations by performing their
duties efficiently. This highlights the complex interplay between training and individual
motivation, as well as the significance of a comprehensive strategy for improving employee
performance.

5.1 Recommendations

The study recommends the following.

i. The institution should have a transparent and inclusive training program that is thoroughly
organized and provides specific criteria for worker eligibility. Details about the program,
such as schedule, duration, and application process, should be properly stated and easily
accessible to all interested workers. It is critical that the program not be limited to a few
individuals but rather be open to all qualifying workers.

ii. To ensure the program's smooth and continuous implementation, the ministry must allocate
money at the start of each year. The Ministry enables participating departments to engage
in efficient long-term planning that is matched with the assigned resources by proactively
setting aside financial resources. This financial foresight allows departments to make
educated decisions about program activities, resource allocation, and scheduling,
eventually ensuring the program's seamless execution. By prioritizing upfront funding, the
ministry demonstrates its commitment to the program's success and provides the stability
required by all stakeholders.

iii. Clear guidelines must be put in place to ensure that the employees going for training are
trained in line with what they do at work.

32
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