THE NEXUS BETWEEN TRAINING AND PERFORMANCE OF NON-TEACHING MANAGEMENT STAFF OF THE KENYA SCHOOL OF GOVERNMENT (KSG)
LETANGULE LEIRO, SOLOMON
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Employee training is critical to developing human capital in organizations. Training fills existing gap in skills, knowledge and attitude among employees. Organizations have to continually assess their employees skills set against expected performance standards with the aim of bridging the gap. This way productivity and performance is significantly enhanced in line with an institutions vision and mission. The study investigates the relationship between training and performance of non-teaching management staff at the Kenya School of Government. Specifically, the study sought to examine the relationship between training needs assessment, mode of training, training duration and training evaluation and performance of non-teaching senior staff at the Kenya school of government. The study was founded on two theories namely reinforcement theory and goal setting theory. A descriptive survey research design was envisaged for the study targeting all the five campuses of Kenya school of government in Kenya. The target population was 240 non-teaching management staff from which a sample of 155 respondents was selected using stratified proportional sampling technique. A Structured questionnaire was used to collect primary data that was then analyzed descriptively and inferentially using SPSS version 21 and MS Excel. Some of the major findings from the analysis are; training is indeed a key part of developing human resource and performance at the KSG. Secondly training needs assessment leads the other components of training in predicting performance. This is followed by training feedback which had the second closest association with performance at the 0.05 level of significance. Mode of training was third where responders indicated their preference for in-house training. The duration of training had the weakest link to performance although equally significant. The study recommended that Kenya School of Government should pay more attention at screening employees to select those that are in urgent need for further training to enhance their productivity and performance at work. This must be closely linked to relevant and timely feedback delivered in the form and structure that staff would easily understand and associate with. The right structure of training in one that emphasizes apprenticeship and lecture method delivered on site. Therefore while funding for training has significantly reduced from the government, mangers of the institution (KSG) need to innovate ways of generating extra income from training personnel in other sectors not traditionally covered. This would be possible upon creating the right regulatory framework to support expansion of their activities. From the additional income, the institutions would easily finance further training of their staff at different levels to achieve not only the goal of promoting performance among public sector servants but also its own staff.