Abstract:
The study armed at arse sing tho (,f
(4(1,1f111;iiirgi.il (i► (!tripl,,/,:(!
attend training programs.
qua!itative research approach employing a case study researth do•-Agn Wa
fi ir,e(t
was employed to select study participants. The
interviews and focus group discussion Wrire Ruvuma as case study. The stud )
population of study was management, the district manager, arid
RUWASA. and a sample size of thirty-four was employed. The purpoive sampling technique
perforrrance in Tanzania, using Pit
, l \frd • emp,oyed as data collection tools. The qualitative
data collected from study participants was analysed using content analysis. Despite its
applicability in contemporary organizations, y was conductod at RUWASA m Ruvuma Pr:glom A
vyoti!r )iii)ply ;Ind );iiiit;itirin typlicy (i<UVI/V,Ain olhor ri
-riplop.:•;' at
cpecificaily in Tanzania, organizational learning has failed to meet the expectations of
organizations because reports have revealed poor work performance due to ineffective
implementation of organizational learning strategies. This study reported three effects of
organizational learning on employee performance namely; improved productivity, improved
efficiency and increased motivation. Moreover, the study reports three major challenges facing
the rnp:ernentation of organizational learning including; Budgetary Constraints, Resistance to
learn and shortage of human resources. Lastly, three common strategies that were reported
by the majority of respondents were as follows; increasing budget ceiling for implementing
different organizational learning activities, encourage knowledge sharing among employees
and senior staffs as well as increasing the number of staff in RUWASA Ruvuma regional
office. It is recommended that the government and other relevant ministries shou
