EFFECT OF TRAINING ON STAFF PERFORMANCE IN PUBLIC ORGANISATIONS IN KENYA. A CASE OF MINISTRY OF INTERIOR AND NATIONAL ADMINISTRATION, HARAMBEE HOUSE, NAIROBI.

Abstract

The study investigated the effect of training on staff performance in public organizations in Kenya, with a specific focus on the Ministry of Interior and National Administration at Harambee House, Nairobi. The research was inspired by the concern that training programs in the public sector often fail to translate into improved performance due to limited access, lack of continuity, and weak evaluation mechanisms. The study examined four training dimensions: on the-job training, off-the-job training, training frequency, and training evaluation methods. A descriptive research design was adopted, targeting 403 management-level employees across three state departments, with a stratified random sample of 80 respondents selected using Yamane’s formula. Data was collected through structured questionnaires, validated through expert input and piloting, and tested for reliability, yielding a Cronbach’s alpha coefficient of 0.78. Analysis involved descriptive statistics, with results presented in frequencies, percentages, and mean scores. Findings revealed that on-the-job training had the strongest effect on staff performance, with hands-on training and mentorship recording the highest mean ratings, while orientation programs and role rotation scored low, reflecting weak induction and monitoring practices. Off the-job training was also effective, with external workshops and seminars achieving the highest mean score of 4.50 (SD = 0.53), followed by online training at 4.20, sponsorships for further studies at 4.10, and simulations at the lowest with 3.90 (SD = 0.74). Training frequency was found to be a critical determinant of staff performance, with quarterly training achieving the highest mean of 4.40 (SD = 0.52), structured annual schedules and updated calendars each scoring 4.30, while refresher courses (4.00) and new training programs (4.10) were rated moderately effective due to their generic content. Training evaluation methods were rated positively overall, with post-training feedback forms recording the highest mean of 4.40, supervisory evaluations and pre/post-performance comparisons each at 4.20, post-training tests at 4.00, and return-on-investment assessments recording the lowest score at 3.80, reflecting weak implementation. The study concluded that effective training significantly enhances staff performance, but its impact depends on relevance, consistency, and evaluation rigor. It recommended strengthening mentorship and practical training, redesigning orientation and role rotation programs, contextualizing simulations, ensuring structured training schedules, and improving evaluation frameworks, especially ROI assessments. The study also suggested future research on the long-term effects of training on employee retention and career progression, as well as cross-ministry comparative studies to establish broader insights into training effectiveness in Kenya’s public sector.