Training and development strategies and challenges influencing Organizational Performance: A Case Study of Central Bank of South Sudan
Keywords:
Training, development strategies, challenges, Performance, Central Bank of South SudanAbstract
Training and development strategy is not given high priority in organizations. In public institutions, problem related to facility, participants, administration, lack of seriousness on the parts of the trainees, trainers, lack of communication with the superiors on training and different expectations from training are major obstacles which can create negative progress about training. Amidst the shortcomings there are numerous benefits that can be accrued through training and development and employee productivity, employee satisfaction, organizational efficiency and effectiveness. The purpose of this study was to assess the effect of training and development strategies on Organizational performance in Central Bank of South Sudan, Juba. Objectives of the Study were; to determine how training and development strategies that have been adopted by Central Bank of Southern Sudan affect its performance and to establish the challenges experienced by Central Bank of Southern Sudan when implementing training and development. The research was conducted at Central Bank of South Sudan which is situated in Juba. The data was obtained from employees of the bank from both the management and Staff from different departments. The descriptive research design was used in the study. The target population was 111 employees while the sample population was 41 employees. The findings showed that several training and development strategies have been adopted by the Central Bank of South Sudan. The extent of strategy adoption was however different. The study found organizational culture, policies and leadership style influenced strategies adoption. The finding showed that training and development strategies increase staff motivation, increase employee satisfaction hence increasing productivity of employees. The study recommends that evaluation of the training methods should be done before the training is given so that the impact of the training on performance is measured. Also, training is an investment to the employees by the organization, and should, therefore, bring returns to the organization. On the area for further study, an expanded study which covers not only the Central Bank of South Sudan but also related banks be carried out as this will help to assess whether the findings of the current study could have universal application.
Keywords: Training, development strategies, challenges, Performance, Central Bank of South Sudan
References
Aguinis, H. (2009). Performance Management. Upper Saddle River, NJ: Pearson Prentice Hall.
Armstrong, M. (1996). A Handbook on Personnel Management Practice (5 th Ed.). London: Kogan Page.
Banjoko, K. (2006). Impacts of Employee Training on the Performance of Commercial Banks in Jordan. European Journal of Business and Management, 6(27), 192-196.
Clegg, C. (2000). Sociotechnical principles for system design. Applied Ergonomics, 31, 463– 477.
Dhamodharan, P. (2010) An Empirical Study on Assessing Trainees’ Expectations and Their Perceptions.International Business Research.
Drucker, P. (1974). Management: Tasks, Responsibilities, Practices. New York: Harper & Row.
Frese, M., & Sonnentag, S. (2000). High performance: An action theory approach. Working paper. University of Giessen and University of Konstanz.
Goldstein, L. (1999). Training in work organizations.Annu. Rev. Psychol., 31:229-72.
Hulme, D., & Edwards, M. (2013). Making a Difference: NGO's and Development in a Changing World.Routledge.
Jackson, S. E., & Schuler, R. S. (2005). A meta-analysis and conceptual critique of research on role ambiguity and role conflict in work settings. Organizational Behavior and Human Performance, 33, 1–21.
Kamoche, K., Yaw. D., Frank, H. & Gerry, N. M. 2004.Managing Human Resources in Africa.
London: Routledge.
Kenney et al, (1992) Management Made East. 1st Ed. South Carolina: Omron Publishers
Khan, R. A. G., Khan, F. A., & Khan, M. A. (2011). Impact of training and development on organizational performance. Global Journal of Management and Business Research, 11(7).
Kinicki, A. &Kreitner, R. 2007. Organizational Behavior, New York. McGraw- Hill.
Kothari, C. R. (2004). Research Methodology: Methods and techniques. New Delhi: New Age International (P) Limited.
Kotler, P. & Armstrong, G. 2002 2002. Marketing: An Introduction. 6th Ed. London: Prentice- Hall.
Kraak, A. 2005. Human Resources Development and the Skills Crisis in South Africa: The Need for Multi-Pronged Strategy. Journal of Education and Work 18,1, 57–83
Lawrie, D. (2000). Leadership development: A review in context. Leadership Quarterly. 2(5): 47.
Mahapatro.L. (2010). Training development and performance of employee: Evidence from ShrilankaTelecom. International Journal of Marketing, Financial Services and Management Research, 2(9), 12-24.
Mathis, V. (2006).An Introduction to Human Resource Management, theory and practice (2nd Ed.). New York: Pelgrave Macmillan Publishers.
Milhem, W., Abushamsieh, K., & Pérez Aróstegui, M. (2014). Training strategies, theories and types. Journal of Accounting, Business & Management, 21(1), 12-26.
Mugends, O. M., &Mugenda, A. G. (2003).Research Methods, Quantitative & Qualitative.
Nairobi: Acts Press.
Oguntimehin, A. (2001). Teacher effectiveness: Some practical strategies for successful implementation of universal basic education in Nigeria. African Journal of Educational Management.9 (1).
Parker, S. K., Wall, T. D., & Jackson, P. R. (2005). “That‟s not my job”: Developing flexible employee work orientations. Academy of Management Journal, 40, 899–929.
Purcell, J., Kinnie, N., Hutchinson, S., Rayton, B. &Swart, J. 2003. Understanding the People and Performance Link: Unlocking the Black-Box. Research Report, CIPD, London.
Roe, R. A. (2009). Work performance: A multiple regulation perspective. In C. L. Cooper & I. T. Robertson (Eds.), International review of industrial and organizational psychology (Vol. 14, pp. 231–335). Chichester: Wiley
