Training and Employee Performance in Uganda: A Case of National Water and Sewarage Corporation

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International Research Journal of Economics and Management Studies


This study investigated the relationship between Training and Employee Performance in Uganda, considering the case of National Water and Sewerage Corporation-Rukungiri District. The study's specific goals were to examine the relationship between on-the-job training and employee performance, determine the relationship between off-the-job training and employee performance, and find out the challenges that affect training and employee performance at NWSC Rukungiri District. Senior human resource managers and managerial and technical personnel made up the sample of 96 respondents, and the study was conducted using a cross-sectional and descriptive survey approach. Self-administered questionnaires and interviews were used to gather primary data, and document reviews were used to gather secondary data. The research findings indicate a statistically significant positive relationship (r=0.701, p<0.01) between on-the-job training and employee performance at NWSC-Rukungiri District. The study also found that off-the-job training and employee performance at NWSC-Rukungiri District had a moderately significant positive relationship (r=0.633, p<0.01). The study also discovered that the main challenges to training at NWSC-Rukungiri District are lack of proper training approaches (β =7.153, p<0.05), use of inappropriate training technology, and lack of training feedback (β =6.174, p<0.05). The study concluded that improving on-the-job training would significantly improve workers' productivity. It was also determined that enhancing staff training outside of the workplace will only marginally enhance output. The study came to a further conclusion that the absence of training feedback, using appropriate training technology, and a lack of diversity in training methodologies are the main issues affecting training at NWSC-Rukungiri District. The study advised the corporation to adopt coaching, job instructional approaches, and apprenticeship on-the-job training methods to train employees in order to increase performance. The study also suggested that the corporation should adopt the use of role acting, simulation, and case challenges and embrace a variety of training modalities, such as individualised digital platforms, online instruction, and feedback on training outcomes to identify any training gaps that future initiatives should fill.



Employee Performance, National Water and Sewage Corporation, Training, Uganda