Abstract
The study examined the impact of training and development on job performance in the Banking sector in Uganda among the selected four banks of Equity Bank, Bank of Africa, Barclays Bank Uganda and Centenary Bank and specifically looked at the relationship between training needs identification, training methods, monitoring, evaluation of training and job performance in the banking sector in Uganda. The study used correlation research design to address the relationship between variables. The study involved managers, heads of departments at each bank and employees. Data was collected using questionnaires to facilitate quantitative approaches in the study. Data was analyzed at three levels that is; univerariate, bi-variate and multi-variate. Univeriate analysis fetched descriptive statistics in form frequencies and percentages while bivariate analysis obtained correlations between variables. At multivariate level a logistic regression model was used to ascertain the magnitude of effect of each independent variable on the dependent variable. Study findings at a bi-variate level revealed a positive and significant relationship between the independent variables (identify training needs, identify training objectives, training content, on the job training technique, off the job training technique, skills application and Knowledge application) and the dependent variable (job performance). At the multi-variate level, it was revealed that all independent variables except knowledge application in the training and evaluation process explain 69% of job performance in the model. It was concluded that identification of training objectives, identification of training objectives and skills application have a positive significant effect on job performance in the banking sector in Uganda. It was therefore recommended that there is need to need to streamline the needs assessment process before the training process, endeavor to clearly define training objectives and have a strict monitoring and evaluation process on trainees.
Highlights
The banking industry in Uganda is growing at the highest rate with more financial institutions coming in play that have endeavored to absorb a significant number of employees majority of which are fresh and young graduates. These banks come at a time when competition is significantly high and personnel remain the key institutions resource to handle such competition through strategic employee training and development
At the multi-variate level, it was revealed that all independent variables except knowledge application in the training and evaluation process explain 69% of job performance in the model
Bank of Uganda (BOU) has developed training and career development policies that are emulated by other banks that have helped to see many employees trained in various discipline According to the BOU Training Policy (2001) this has been done to facilitate among others, the promotion of career and professional development of four staff, preparation of staff for higher responsibilities and ensure that they have required knowledge and skills for effective job performance
Summary
The banking industry in Uganda is growing at the highest rate with more financial institutions coming in play that have endeavored to absorb a significant number of employees majority of which are fresh and young graduates. According to Armstrong (2006:447), on-the-job training is the only way to develop and practice the specific managerial, team leading, technical, selling, manual, and administrative skills needed by the organization This has the advantages of actuality and immediacy as the individual works, learns and develops expertise at the same time thereby paving way for improved job performance in the institution. Ejiogu (2000:223) elaborate that off-the-job training include lecture, vestibule training, role playing, case study, discussion and simulation Armstrong (1995:440) listed group exercises, team building, distance learning, outdoor and workshops as part of off-the-job training He further explains that off-the-job training may be provided by members of the training department, external education and training establishments, or training providers-training consultants or guest speakers. Model estimation This model was developed in analyzing the different variables and is applied as follows
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