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Job Training And Performance Of Local GovernmentEmployees In Uganda: A Case Study Of Kayonza Sub-County, Kanungu District. (Issue 12)

This study investigated the effects of job training on the performance of local government employees
in Uganda, focusing on Kayonza Sub-County, Kanungu District. Training is defined as the systematic
development of knowledge, skills, and behavior required for employees to perform adequately on
confirmed tasks or jobs. In the ever-changing local government environments of Asian, European, and
African countries, the need for continuous training is emphasized to cope with the dynamic socioeconomic landscape. The study addressed the increasing poor performance of government employees
in Kayonza Sub-County and aims to assess the effects of training on their performance. The research
identified the major purposes of training, including the adaptation of electronic services and
improvement of service delivery and performance. The study also examines the methods used for
training, with discussions and demonstrations being the predominant approaches. Findings show a
positive relationship between staff training and performance, emphasizing the significance of training
in enhancing employee capabilities and overall effectiveness. Challenges faced by the implementation
of effective training programs in Kayonza Sub-County are explored, with budgetary constraints and
time challenges identified as key hindrances. The study concluded that while the current on-the-job
training program is effective, the Sub-County should consider enabling employees to further their
studies for improved qualifications. Recommendations included the continuation of on-the-job
training programs, periodic analysis for effectiveness, and a broader understanding within the public
sector that training is an investment yielding significant returns on both employee and organizational
performance. The study called for a willingness to invest in employee training as a strategic initiative
for overall organizational development.

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