Assessment of the Factors Affecting Training Programs on Employees’ Performance in an Organization

Abstract

This study intended to examine the effectiveness of training programs and the improvement of employees' performance in an organization, using a case study of Rural Energy Agency in Dodoma City, Tanzania. The study specifically aimed to explore the organizational, individual, and political factors that influence the effectiveness of training programs at REA and the effect of the factors affecting the effectiveness of training programs on employee performance at Rural Energy Agency. An exploratory research design and a qualitative research approach was employed in this study. The study population included heads of department, managers and principal officers in REA. The sample size was 30 who will be selected using a purposive sampling technique. The interview and focus group discussions were employed as data collection tools. Content analysis was used to analyse the qualitative data collected from participants in order to decode their meaning. Based on the findings; training needs assessment emerged as a critical organizational factor, emphasizing the importance of tailoring programs to specific organizational requirements. Budgetary considerations were highlighted as pivotal, underscoring the necessity of allocating sufficient financial resources for quality training initiatives. Feedback and evaluation mechanisms were deemed crucial for continuous refinement of programs. On an individual level, lack of motivation, attitudes and openness to learning, and previous knowledge and experience were identified as significant factors influencing training effectiveness. Political factors encompassed government priority in expenditures, bureaucratic hurdles, and the impact of legislation and policy changes. The study also revealed that these factors collectively have negative effect on employee performance especially on innovation, satisfaction, and efficiency at the Rural Energy Agency. The study recommends refining the training needs assessment process and allocating dedicated budgets for quality training at the Rural Energy Agency. Emphasizing a positive organizational culture and mentorship for varying employee backgrounds is advised. Policymakers are encouraged to support these initiatives through a conducive legislative framework.