Training, Development and Employee performance
Kiyana & Bett (2017) in their study on Training and Development Practices and Employee
Performance of Turkana County where the study adopted a sample size of 96 respondents,
used Purposive sampling technique and Questionnaires were administered, they found out
that team building training influence employee performance, there was a relationship
between the evaluation of knowledge and employee performance and finally, there was a
relation between promotions practices and employee performance.
Oguwa (2011) sought to study the Influence of Employee Relations Strategies on
Organizational Performance. The study was conducted at Kenya Commercial Bank Ltd;
Kisumu Branch targeting all employees at all levels of the organizational structure. The
sample population of the study included all the sixty of the branch‟s staff population and the
research design was descriptive with instrumentation of questionnaires and in-depth
interview of top level management, sampling design was used in the research study. Data
collected was analyzed using SPSS version 12 and presented in tables to allow for cross
comparison according to the objective of the study. The study pointed out that training
significantly influence organizational performance.
Afroz (2018) in His Study on Effects of Training on Employee Performance-A Study on
Banking Sector, conducted in Tangail Bangladesh, in which Training (employee
engagement, motivation and job satisfaction) considered as independent variable whereas
dependent variable
„Employee Performance. Data for the study was collected through primary source that are
from questionnaires surveys. The data was analyzed trough statistical software SPSS 20 to
perform Descriptive analysis, T-test, Correlation, and Regression analysis. On the role of
training the study showed that general training enhances employee engagement,
employee motivation and job satisfaction. The Hypotheses showed that all these had
significant effects on Employee Performance. That means, this research found that strong
relationship exists between employee training and employees‟ performance.
Farooq & Khan (2011) in their study on Impact of training and feedback on employee
productivity, they conducted an empirical study and data was collected through
questionnaires. Findings of the study suggested that Training and feedback can increase the
performance level of all sorts of the organizations, and by wide spreading the implications
of these and other more advanced factors of training, quality of the process of teams can be
improved which will result in giving a better shape to the performance of the employees.
Khan et.al. (2011) sought to investigate Impact of training and development on
organizational performance training and development, on the job training, training Design
and delivery style are four of the most important aspects in organizational studies. The focus
of the study was to understand the affect of training and development, On the job training,
training design and delivery style on organizational performance. The study relied on the
secondary data comprised of comprehensive literature review. Four Hypotheses are
developed to see the Impact of all the independent variables on the overall organizational
performance. The hypotheses showed that all these have significant affect on organizational
performance. These hypotheses came from the literature review and we have also proved
them with the help of literature review. Results showed that training and development,
on the job training, training design and delivery style have significant affect on
organizational performance and all these had positively affected the organizational
performance.
Kum, Cowden, & Karodia (2014) studied the impact of training and development on
employee performance: A case study of ESCON Consulting. The study focuses on the
impact of training and development on employee performance at ESCON.A random
sampling method was used to select participants for this study, which adopted a quantitative
approach. Accordingly, data was collected using a questionnaire. The study was limited to
employees of ESCON. Subsequently, the findings revealed that working conditions and a
lack of resources affect the training and development of employees. It is recommended that
certain areas be improved, that is, management support, the provision of feedback to
employees and the conducting of employee training on a continuous basis. The findings
show that this would improve employee performance in the organisation.
Asfaw, Argaw, & Bayissa (2015) did a study on the impact of training and development on
employee performance and effectiveness: A case study of District Five Administration
Office, Bole Sub-City, Addis Ababa, Ethiopia, The focus of this study was to determine the
impact of training and development on the employees‟ performance and effectiveness. They
employed cross sectional institutional based quantitative research method. Data were
collected using Likert‟s scale tool from 100 employees after selecting participants using
systematic random sampling technique. Ninety-four complete questionnaires with a
response rate of 94% were considered during analysis. Training and development had
positively correlated and claimed statistically significant relationship with employee
performance and effectiveness.
Kiyana & Bett (2017) aimed to investigate Training and Development Practices and
Employee Performance of Turkana County and found out that team building training
influence employee performance, Oguwa (2011), Khan et al. (2011) sought to study the
Influence of Employee Relations Strategies on Organizational Performance. While Afroz
et al. (2018), and Bayissa et al. (2015) did a study on the impact of training and development
on employee performance and effectiveness and results showed that Training and
Development, On the Job Training, Training Design and Delivery style have significant
affect on Organizational Performance.
The studies covered influence of training and development appraisal in organizations. They
investigated the influence of training and development on productivity in organization, Job
Training, Training Design, Delivery style and Training and feedback. They focused on
County government, Administration offices, and Banking sector. None of them focused of
training and development and employee performance in the public universities. Knowledge
on the effect of Training and development on employee performance in public Universities
is lacking.
Performance Appraisal and Employee Performance
Omboi (2011) investigated The Effect of Performance Appraisal Systems on Employees in
Kenya Tea Development Agency he conducted a Survey of Selected Tea Factories in Meru
County-Kenya. This research adopted a descriptive research design where the population of
interest in the selected tea estate was visited. 70 respondents were selected out of
representing a population of 348 possible respondents using stratified random sampling by
taking 20% of the target population in each stratum. The study used a questionnaire as
primary data collection instrument. The questionnaire was administered through drop and
pick method to the officers of the selected departments. Data analysis and Presentation
included analysis of data to summarize the essential features and relationships of data in
order to generalize from the analysis to determine patterns of behaviour and particular
outcomes. The content analysis was used to analyze the respondents‟ views about the
effectiveness of performance appraisal. The quantitative data was then coded to enable the
responses to be grouped into various categories. The research revealed that competence,
assessment and development, management by Objectives, performance based pay and
employee training all had an effect on employee Performance in Kenya Tea Development
Agency.
Another study by Lillian et al. (2011), on the effects of performance appraisal system on
civil servants job performance and motivation in Kenya, a case study of ministry of state for
public service The study sampled staff randomly from also randomly selected departments
who were interviewed using pre-tested questionnaires and through focused group
discussions. Data was analyzed using appropriate statistical applications in SPSS. The study
revealed that employees were given feedback to enable them improve their performance.
This shows that Performance Appraisal has a positive impact on the employee‟s
performance which leads to motivation.
Odhiambo (2005), in his study on Teacher appraisal: the experiences of Kenyan
secondary school teachers adopted a qualitatively‐oriented case study using multiple cases
and drawing on multiple methods of data collection. The findings indicated that teacher
appraisal policies and practices in Kenyan secondary schools exhibit weaknesses, which
need to be urgently addressed if teacher appraisal is to be used to improve the quality of
teaching and education in Kenya.
Mwema & Gachunga (2014), studied the influence of performance appraisal on employee
productivity in organizations. The study was conducted as a case study of selected WHO
offices in East Africa. Descriptive design was adopted in the study. Regression analysis was
done to establish the effects of performance appraisal on employee productivity. From the
findings, the study concluded that organizations should appraise their employees often
through utilized targets, accomplishments, organization goals, time management and
efficiency for performance measure purposes as it would lead to increased in employee‟s
productivity.
Wanjala & Kimutai (2015), in their study on Influence of Performance Appraisal on
Employee Performance in Commercial Banks in Trans Nzoia County in Kenya, the study
adopted descriptive survey research design. A total of 178 research subjects were drawn
from the target population using the stratified and the simple random sampling technique.
Data analysis was done through descriptive statistics, specifically use of frequencies and
percentages. Data was presented in frequency tables and Chi Square method was used for
testing the hypothesis. The findings show that: there is a significant relationship between
performance appraisal and worker‟s performance.
June (2004) in her studies on "Effects of performance appraisal politics on job satisfaction
and turnover intention” Regression analysis results indicated that when employees perceived
performance ratings to be manipulated because of raters' personal bias and intent to punish
subordinates they expressed reduced job satisfaction that, in turn, led to greater intentions to
quit their jobs. Manipulations of ratings for motivational purposes, however, had no effect
on job satisfaction and turnover intention.
A study by Kuvaas (2007), on "Different relationships between perceptions of
developmental performance appraisal and work performance", the study was conducted
from a cross‐sectional survey of 434 employees showed that the relationship between
perceptions of developmental
performance appraisal and self‐reported work performance was mediated by employees'
intrinsic motivation, and strongly moderated by their autonomy orientation. He found out
that for employees with a weak autonomy orientation, the relationship was positive, but for
those with a strong autonomy orientation, the relationship was negative. The current study
employed correlational research design and focused mainly on employees‟ retention,
reduced absenteeism, productivity and product and service quality to find out the
relationship between performance appraisal and employee performance unlike kuvas 2007
who majored only on employees intrinsic motivation to find out employees work
performance.
Lillian, Mathooko & Sitati (2011), Mwema & Gachunga (2014) found out that there is
positive effect between performance appraisal and worker‟s performance. Omboi (2011) in
his case found out that performance Appraisal and employee training all had an effect on
employee Performance. Wanjala & Kimutai (2015) also found that there is a significant
relationship between performance appraisal and worker‟s performance. On the other hand,
June (2004) found out that manipulations of ratings of the Performance Appraisals for
motivational purposes, however, had no effect on job satisfaction and turnover intention.
Odhiambo (2005) argued that Performance Appraisal exhibited weaknesses, which needed
to be urgently addressed if teacher appraisal is to be used to improve the quality of teaching
and education in Kenya, while Kuvaas (2007), found out that for employees with a weak
autonomy orientation, the relationship was positive, but for those with a strong autonomy
orientation, the relationship was negative.
The studies covered influence of performance appraisal in organizations. They investigated
the influence of performance appraisal on productivity in organization, the appraisal
systems, the effects on job performance and motivation. They focused on tea factories,
public servants, Kenyan Secondary school teachers, Banking sector and World Health
Organization Offices. None of them focused of performance appraisal and employee
performance in the public universities. Knowledge on the effect of performance appraisal on
employee performance in public Universities is lacking.
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