Thesis:

Influence of on -the -job training on employee performance at county government of Kiambu, Kenya

Studies have shown that employee training has a significant relationship with performance, although its impact varied across different sectors, making it a vital component of organizational development. This study examined the impact of on-the job training on employee performance within the County Government of Kiambu, Kenya. Specifically, it evaluated the effect of coaching on employee performance, assessed the role of job rotation in enhancing performance, and analyzed the influence of apprenticeship on employee performance in the county government. Recognizing that effective employee training was essential for improving organizational outcomes, the research sought to provide empirical insights into how distinct on-the-job training approaches contributed to productivity, job satisfaction, and skills development among public sector employees. The study was underpinned by the Job Characteristics Model and Human Capital Theory. A systematic sampling method was used to select a representative sample of 163 employees from a target population of 276 middle and lower-level management staff. Data were collected through structured questionnaires incorporating Likert scale items designed to measure perceptions, values, and behaviors associated with the training methods. Demographic information was also gathered to facilitate comprehensive analysis. Data were analyzed using the Statistical Package for the Social Sciences (SPSS) version 29.0. Descriptive statistics, including frequencies, percentages, means, and standard deviations, were used to summarize the data. Furthermore, inferential statistical techniques, such as correlation and regression analysis, were employed to examine the relationships between the independent variables (coaching, job rotation, and apprenticeship) and the dependent variable (employee performance). Findings revealed that all three training methods had a statistically significant and positive relationship with performance, with coaching exhibiting the strongest predictive influence (β = 0.310), followed by apprenticeship (β = 0.288) and job rotation (β = 0.245). The regression model explained 62.9% of the variance in employee performance (R² = 0.629). Employees reported high confidence, job readiness, and practical skill enhancement as outcomes of training. The study concluded that on-the-job training is crucial in enhancing performance, motivation, and adaptability in public sector employees. It recommended strengthening coaching programs, formalizing apprenticeship pathways into career development frameworks, and integrating structured job rotation plans. These strategies would help optimize employee effectiveness, service delivery, and professional growth within the county government setting.