ANALYSIS OF ON THE JOB TRAINING ON EMPLO

ANALYSIS OF ON-THE-JOB TRAINNING ON EMPLOYEES PERFORMANCE: CASE OF PUNTLAND CIVIL SERVICE COMMISSION MOHAMED AWIL JAMA

A RESEARCH PROJECT SUBMITTED IN PARTIAL FULFILLMENT OFTHE REQUIREMENT FOR THE AWARD OF THE MASTERS DEGREE IN PUBLIC ADMINSTRATION AND MANAGEMENT OF MOUNT KENYA UNIVERSITY

March, 2017

DECLARATION

Student Declaration

I declare this is my original work and it has not been presented for any degree in any other university.

Signature: Date: 05/03/2017 MOHAMED AWIL JAMA MPAM/2014/62653

SUPERVISOR’S DECLARATION

This research project has been submitted with our approval as the Mount Kenya University Supervisors.

Signature: ------------------------------ Date: ------------------------- Dr. Evans Mwiti First Supervisor

Signature: -------------------------- Date: -------------------------- MS.GRACE KAREMU Second Supervisor

DEDICATION

This work is dedicated to my wife, Ms. Yasmin S. Ismail, without whose caring supports it would not have been possible, and to my lovely mother, Halima Ahmed and the memory of my father Awil Jama, who passed on a love of family and respect for education.

ACKNOWLEDGEMENT

It is a pleasure to thank many people who made this work possible. All praises be to Allah who made potential for this project to be ended smoothly and comfortably. I sincerely acknowledge the invaluable and tireless counsel, commitment, encouragement and commendable support of my supervisors Dr. Evans Mwiti and Ms. Grace Karemu for their guidance and instructive feedback that helped me to complete this work. I also wish to thank my family for providing a loving environment for me. I wish to express heartfelt gratitude to the to the Puntland civil Commission for their commitment and support by which they provided me with an opportunity to carry out my research project in their esteemed organization without much difficulty. Finally my appreciation also goes to Mount Kenya University Hargeisa Campus for giving me the opportunity to study this master’s degree. May ALLAH reward you abundantly.

OPERATIONAL DEFINITIONS OF TERMS

Employee training: Employee training is basically a systematic procedure for transferring technical know-how to the employees so as to increase their knowledge and skills for doing particular jobs (Beebe et al, 2012)

Employees Performance: This is defined as the outcome or contribution of employees to make them attain goals (Herbert, John & Lee 2000). It is also what an organization has accomplished with respect to the process, results, relevance and success or the achievement of specific tasks measured against predetermined or identified standards of accuracy, completeness, cost and speed (Afshan et al, 2012)

Puntland Civil Service Commission: This is a an autonomous body that was formed by the government of Puntland in 2003, with a mandate of providing efficient, reliable and quality personnel to the Puntland`s public institutions as well as offering consulting and training services to the Puntland public officers with exemption of the armed forces (Constitution of Puntland, 2004)

ABSTRACT

The main aim of this study is to carry out an analysis of on-the- job trainning on employees performance. The specific objectives of the study are to analyse the influence of workshops on the performance of employees of the puntland civil service commission, to analyse the influence of mentorship on the performance of employees of Puntland civil service commission, to find out the influence of job rotation on performance of employees of Puntland civil service commission and to determine the influence of committee asignments on the performance of employees of Puntland civil service commission. Literature review of the independent variable, critical review and identification of research gaps will extensively be covered in chapter two. Theories which will be used in this study include: Social learning theory, reinforcement theory, capital theory of employee effectiveness and improvement and the effective event theory. A descriptive research design will be used in the study where respondents will be drawn from departments of the public civil service commission, in Puntland. The target population will be the employees of the puntland civil service commission who are fifty (166) in number, and the sample size will be (50), taking 30% of the total population. Data will be collected by the use of questionnaires. The questionnaire on the other hand will be pre-tested on pilot respondents who will not be part of the study respondents but knowledgeable in the study aspects in order to ensure their validity and relevance. Cronbach’s alpha coefficient will be used to measure the reliability of the scale,

which will also be used to assess the interval consistency among the research instrument items. Collected data will be edited, coded and entered into SPSS version 21 for analysis. Data will be analyzed using quantitative technique and both descriptive and inferential statistics will be used in the data analysis and Descriptive statistics output will be presented in cumulative frequency table. Regression analysis model will also be used to show the relationship between the independent and the dependent variable. The researcher based on the research findings concludes that; there is a positive relationship between the on-the- job trainings programs and employees’ performance and the level of their good public service delivery. Giving on-the-job training programs to the Puntland Civil Service employees inspires them moralities and performances and as well as improves basic public service delivery. Application of the work done and provision of the workshops/seminars assistances positively affects employee’s performance thus improving their morale, skills, expertise, knowledge and teamwork in their work. From the findings the level of performance an employee perceives by receiving on-the-job training programs is expected to influence positively the good public service delivery of the institution. The study recommends for further research on on-the-job trainings and performance, relationship between on-the-job training and performance as well as comparative study on the relationship between the different types of the on-the-job trainings programs to the organizational performance.

CHAPTER ONE

1.0 Introduction

The main purpose of the study was to analyze the influence of the on-the-job training on employee performance of the public employees in the Puntland civil service commission. Chapter one outlines the background, problem statement, main and specific objectives of the study. The chapter will highlights the research questions, significance of the study, scope of the study, and the limitations of the study.

1.1 Background of the Study

According to UNDP`s report Somali Institutional Development Project, the Puntland public civil service employees requires professionalization which can be achieved through training for capacity building to improve skills (Christine, Ayan and Muse, 2013). The Puntland public civil service has embarked on on-the-job training methods to improve skills of its employees. Puntland public civil service was formed as an autonomous body by the Puntland government in 2003 to carry out a special mandate of attracting and retaining a high caliber professional government sector workforce and to ensure that government sector recruitment and selection processes comply with the merit principle and adhere to professional standards providing efficient, reliable and quality consulting and training services to the Puntland public with exemption of the armed forces (Alan Johnston, 2015).Puntland civil Service Commissionis also entrusted with human resource planning and the oversight of public staff, planning and implementing civil service reformsto right-size/downsize some selected ministries, as well as the training of civil servants. According to Wright&Geroy (2001), employee competencies changes through effective training programs as it not only improves the overall performance of the employees to effectively perform the current job but also enhances the knowledge, skills and attitude of the workers necessary for the future job, thus contributing to superior organizational performance. Through training, the employee competencies are developed and enable them to implement the job related work efficiently, and achieve firm objectives in a competitive manner (Swart et al., 2005). It is the responsibility of a country`s public service commission to identify the factors that hinders training programs effectiveness in civil service and should take necessary measures to neutralize their effect on employee performance (Ahmad & Bakar 2003).However, for any Public Service Commission to

fulfill such a mandate, its personnel must also be well advanced in various skills and knowledge. After breaking away from the larger Somalia, Puntland was faced with acute shortage in terms of the critical skills required by most of the Public institutions. There was a significant deficiency of knowledge and skills to the directors of the departments, middle level employees and the lower level employees in Puntland public civil service, as well as in the public civil service commission. This shortage threatened to obstruct public service delivery unless training programs for civil servants were instituted (TNAReport, 2012). Puntland public civil service commission embarked on a series of on-the-job trainings for its employees to enhance knowledge and skills. This study will analyze the influence of such trainings on the performance of public civil service commission employees. According to (FarLand ,2006), training is the term used to describe the process through which organization build the skill and abilities of non- managerial employee, employees’ development on the other hand includes the process by which manager and executives acquire not only the skill but competence in their present job but also capacity for future managerial task increasing scope.

1.2 Statement of the Problem.

Since Puntland inception in 1998 it has never had adequate trained qualified personnel which the state needs for the country`s development and for service delivery to the people. Various public institutions require skilled knowledgeab le people and the Puntland public civil service commission is no exception. Puntland depends heavily on United Nations bodies like UNDP and UNICEF and international NGO`s and due to lack qualified personnel in the public sector these development organizations source for qualified trainers to train and equip the Puntland public employees. In the Puntland`s second five year development plan which runs from 2014-2018, the government appreciated that there is lack of qualified manpower within civil service and outlined civil service training as one of the priorities in the development plan. The government has been depending on foreign experts due to lack qualified personnel in various areas of expertise. Responding to this need, the Puntland public civil service commission has embarked on the on-the- job programs for its employees to improve the employees` performance. This study therefore analyzed the influence of the on-the-job training on the performance of employees of the Public Civil service Commission.

1.3 Purpose of the study

The purpose of the study was to analyze the influence of on-the-job training on employees` performance at the Puntland public civil service commission.

1.4 Objectives of the Study

1.4.1 General Objective:

The main objective of this research was to analyze the influence of the on-the-job training on employees` performance at the Puntland public civil service commission.

1.4.2 Specific Objectives:

The specific objectives which were considered in this study include:

i) To analyze the influence of the mentorships on the employee’s performance in the Puntland public Civil Service Commission

ii) To determine how job rotation affects employees’ performance in the Puntland public Civil Service Commission

iii) To analyze the impact of workshops on the employee’s performance in the Puntland public Civil Service Commission. iv) To find out how committee assignments has influenced employees’ performance in the Puntland Public Civil Service Commission.

1.5 Research Questions

i) How has workshops impacted on the employee’s performance in the Punt land public Civil Service Commission?

ii) To what extent have mentorships influenced employee’s performance in the Punt land public Civil Service Commission?

iii) How has job rotation affected employees’ performance in the Punt land public Civil Service Commission? iv) To what extent have Departmental committee assignments influenced employees’ performance in the Punt land public Civil Service Commission?

1.6 Significance of the Study

Several parties were benefited from the findings of this study: The management of the Puntland public civil service commission was benefited from the findings of this study. Managers were understood better which methods of on-the-job training are more effective for the employees. The findings may also be used by managers in other government institutions to decide which of the on-the job training method is more Several parties were benefited from the findings of this study: The management of the Puntland public civil service commission was benefited from the findings of this study. Managers were understood better which methods of on-the-job training are more effective for the employees. The findings may also be used by managers in other government institutions to decide which of the on-the job training method is more

1.7 Justification of the Study

This study was important as it will generate more information about the correlation between on-the-job training and the employees` performance. It was also shed highlights on the most suitable on-the-job training methods of the Puntland Public civil service commission employee’s.

1.8 Assumptions of the Study

The study was based on the following assumptions: That the respondents were provided accurate responses and give back filled questionnaires within the expected time period, and that there was a relationship between the on-the-job training and employees` performance.

1.9 Limitations of the Study

The limitations of this study were included lack of cooperation from respondents where some fail to return filled questionnaires and other respondents may fail to give correct information. To overcome these limitations, the researcher was protected the privacy and confidentiality of the respondents by using coded names instead of their real names so that they don`t worry that the information will be leaked. This is to encourage them to respond honestly.

1.10 Scope of the Study

This study was carried out at Garowe, Puntland at the Puntland`s public civil service commission`s offices. It was covered only the context of Puntland Civil Service Commission. The research study was conducted between May 2016 and August 2016. Data was collected from the employees of the Puntland public civil service commission`s employees.

CHAPTER TWO LITRATURE REVIEW

2.1 Introduction

This chapter was reviewed the literature related to the study to the on-the-job training methods and their effects on employee in Puntland Civil Service commission. Literature will be reviewed according to the study objectives. A theoretical and conceptual framework will be used to operationalize the variables and lastly the gaps in literature will be summarized.

2.2 Theoretical framework: The theoretical framework of the study, will be based on, Social learning theory, Reinforcement theory, effective event theory and Capital theory of employee effectiveness and improvement.

2.2.1 Theory of Social learning: The study was based on Social learning theory which has been developed in the last 15 year (Bandura, 1963), this theory primarily describes and predict how people learn from observation of models. Learning from models has been shown to be more efficient than trial and error learning under many conditions. According to social learning theory, observational learning is controlled by the processes of attention, retention, and reproduction. Rewards operate to affect performance of behavior not learning. In addition to motivating behavior by directly rewarding it, a person may perform behavior that he observes another is rewarded for (extrinsic reward), and he may learn to reward himself for appropriate behavior. From social learning theory, a number of rules can be derived for optimal training conditions. Twenty statements about conditions for effective training are given to illustrate the application of social learning theory to industrial training. For example: "When modeling a task, give the learner a verbal model to guide performance. The best verbal models will give rules for the responses of that task, but will be as simple as possible and easy to remember. "The trainee is most likely to learn to reward himself for a good job performance if he comes to feel that the work he is performing is very important to him and to the company and that he has significant control of the work outcomes." Social learning theory has been applied to industry in two ways: a training method based on social learning theory has been used to teach managers to deal more effectively with human relations problems occurring on the job and social 2.2.1 Theory of Social learning: The study was based on Social learning theory which has been developed in the last 15 year (Bandura, 1963), this theory primarily describes and predict how people learn from observation of models. Learning from models has been shown to be more efficient than trial and error learning under many conditions. According to social learning theory, observational learning is controlled by the processes of attention, retention, and reproduction. Rewards operate to affect performance of behavior not learning. In addition to motivating behavior by directly rewarding it, a person may perform behavior that he observes another is rewarded for (extrinsic reward), and he may learn to reward himself for appropriate behavior. From social learning theory, a number of rules can be derived for optimal training conditions. Twenty statements about conditions for effective training are given to illustrate the application of social learning theory to industrial training. For example: "When modeling a task, give the learner a verbal model to guide performance. The best verbal models will give rules for the responses of that task, but will be as simple as possible and easy to remember. "The trainee is most likely to learn to reward himself for a good job performance if he comes to feel that the work he is performing is very important to him and to the company and that he has significant control of the work outcomes." Social learning theory has been applied to industry in two ways: a training method based on social learning theory has been used to teach managers to deal more effectively with human relations problems occurring on the job and social

2.2.2 Reinforcement theory

The study was be based on Behaviorist B.F. Skinner derived the reinforcement theory, one of the oldest theories of motivation, as a way to explain behavior and why we do what we do. The theory may also be known as Behaviorism, or Operant Conditioning, which is still commonly taught in psychology today. The theory states that "an

individual’s behavior is a function of its consequences" (Management Study Guide, 2013). Behaviorism evolved out of frustration with the introspective techniques of

humanism and psychoanalysis, as some researchers were dissatisfied with the lack of directly observable phenomena that could be measured and experimented with. In their opinion, it would make the discipline of Psychology more "scientific" and on par with the core sciences. These researchers turned to exploring only the behaviors that could be observed and measured, and away from the mysterious workings of the mind (Funder, 2010).

The science of psychology that is often associated with the current era may be considered ina dmissible to those that follow Skinner’s beliefs. Psychology has frequently been associated with the human mind and the evolution of cognitive awareness, causing Skinner to move in a different direction. By applying his thoughts on adjusting motivation through various stimuli, industries such as business, government, education, prisons, and mental institutions can gain a broader understanding of human behavior. "In understanding why any organism behaves the way it does, Skinner saw no place for dwelling on a person’s intentions or goals” (Banaji, 2011). For him, it was outward behavior and its environment that mattered. His most important contribution to psychological science was the concept of reinforcement, formalized in his principles of operant conditio ning. This was in contrast to Ivan Pavlov’s principles of classical conditioning, which along with J.B. Watson’s extreme environmentalism, strongly influenced his own thinking.

Reinforcement theory has been used in many areas of study to include animal training, raising children, and motivating employees in the workplace. Reinforcement theories focus on observable behavior rather than needs theories that focus on personal states.

Reinforcement theory is a form of operant conditioning and focuses on the environmental factors that contribute to shaping behavior. Simply put, reinforcement theory claims that stimuli are used to shape behaviors. There are four primary approaches to reinforcement theory: positive reinforcement, negative reinforcement, positive punishment, and negative punishment, which will be covered in a later paragraph. By analyzing the various components of the Law of Effect and the primary approaches, we can achieve desired results, otherwise known as consequences, through its application within the workplace.

2.2.3 Capital Theory of Employee Effectiveness and Improvement:

The study was based on Capital Theory of Employee Effectiveness and Improvement. Hargreaves (2001) developed a theory of employee effectiveness and improvement based on: outcomes, both cognitive and moral; leverage, which is the relation between teacher input and education output; intellectual capital, which is the sum of the company‟s knowledge and experience; and social capital, that is, networks of trust and collaboration. Hargreaves (2001) argues that the conventional model of measuring organizational effectiveness (and improvement) is an inadequate tool for the analysis of organizational success and failure. The concept of „company ethos‟ helped to make sense of the correlation between a number of organization processes, but it did not allow one to test the model in detail, or to predict the performance of an employee from any close analysis of identifiable factors. He proposes a new theoretical model of employee training, which provides a working model both of effectiveness and improvement. The theory has four master concepts: outcomes, and (both intended and unintended) of two kinds: cognitive and moral.

Hargreaves argues that instead of employers employing too much effort and yielding little fruit, effective companies concentrate on effective strategies allowing a large impact to result from relatively low effort (that is, working smarter not harder). Outstanding companies use combinations of high leverage strategies. Understanding employee effectivenessinvolves exploring how high leverage works (Hargreaves, 2001). Intellectual capital: this is the sum of the knowledge and experience of the company‟s

stakeholders. This capital grows through creation of new knowledge and through the capacity to transfer knowledge between situations and people. Social capital: the level of trust and collaboration between people, and the existence of strong networks.

High levels of social capital in a company strengthen its intellectual capital (through sharing). Unlike financial capital, social and intellectual capital are increased rather than depleted by passing on to others (Hargreaves, 2001). He uses this model to present definitions of effective and improving company, stating that an effective company mobilizes its intellectual capital (especially its capacity to create and transfer knowledge) and its social capital (especially its capacity to generate trust and sustained networks) to achieve the desired performance outcomes of intellectual and moral excellences, through the successful use of high leverage strategies grounded in evidence-informed and innovative professional practice. The applicability of the theory in the study can be seen in the fact that all the theoretical concepts – Outcomes, Leverage, Intellectual capital, and Social capital – have a bearing on the quality of employee performance.

2.2.4 Effective event theory

According to (Thompson & Phua, 2001) the affective event theory was developed by Psychologist Howard M. Weiss & Russell Cropanzano to explain how emotions and

moods influence job satisfaction. The theory explains the linkages between employees’ internal influences - cognitions, emotions, mental states etc and their reactions to incidents that occur in their work environment that affect their performance, organizational commitment, and job satisfaction (Wegge, et. al, 2006).

The theory further proposes that affective work behaviors are explained by employee mood and emotions, while cognitive-based behaviors are the best predictors of job satisfaction. In addition, the affective events theory emphasized that positive-inducing and negative-inducing emotional incidents at work are distinguishable and have a significant psychological impact upon worke rs’ job satisfaction. This resulted in lasting internal and external affective reactions exhibited through job performance, job satisfaction and organizational commitment. Rolland & Fruyt (2003) research findings on personality in support of affective events theory shows that there are a number of factors that influence the theory. These are: consciousness, agreeableness, neuroticism, openness to experience, and extraversion.

Finally performance feedback has an important influence on employee affect. Regular reviews should be done on regular basis in both medium and large organizations. The type of feedback on performance provided by managers can affect employee Finally performance feedback has an important influence on employee affect. Regular reviews should be done on regular basis in both medium and large organizations. The type of feedback on performance provided by managers can affect employee

2.3 Empirical Review

This is the review of related literature from published research work of other scholars and other published materials on the relationship between on-the job training employee performance:

2.3.1 Job rotation

According to (Mccourt & eldridge,2003) job rotation involves training of employees while on their jobs and it involves the movements of employees from one official responsibility to another as a way of enhancing employee skills for instance getting on higher rank position by way of promotion within the same department in the organization,one branch of the organization to another within organization.According

to (Edward, 2005) describes job rotation as “the process of switching a person from job to job” which increases an employee’s performance and value to an organization. Job rotation can be defined as the performance by an employee of a new assignment on a temporary basis for an agreed period of time. Job rotation can either be task rotation or a position-oriented rotation, with management determining the need for a specific job.

Job Rotation is where an individual is moved through a schedule of assignments designed to give that individual a breadth of exposure to the entire operation. Also its the scheduled exchange of persons in offices, especially in public offices in order ro increase the employees performance, it’s also an alternative to job specialization, It is a way to

reduce employee boredom and it also facilitates more of an understanding about the organization. According to (Eriksson & Ortega, 2004) with employee learning, the theory is “that employees who rotate accumulate more human capital because they are

exposed to a wider range of experiences. The employee motivation theory states, job rotation “motivates employees who would otherwise become bored and tired of always performing the same task” (Eriksson & Ortega, 2004). The employee motivation

argument is that job rotation helps make work more interesting, this argument was mentioned in the late 1970s literature on the so- called “plateaued” employees with argument is that job rotation helps make work more interesting, this argument was mentioned in the late 1970s literature on the so- called “plateaued” employees with

Traditionally, job rotation is usually addressed at an organizational level. From the employers’ point of view, organizational theorists have advocated frequent rotation as a

means of reducing fatigue and boredom on jobs so as to maintain productivity (Miller, et al 1973). And fairly frequent rotation after the initial hiring as a means of orientation and placement (Wexley& Latham, 1981). Job rotation enables the training of workers to be backups for other workers so that managers have a more flexible work force and a ready supply of trained workers (Rothwell et al, 1994). When rotation occurs at longer intervals, it has been thought as a practice of progressive human resource development or

a means of enhancing the value of work experience for career development (Campion, et. al, 1994). According to (Ortega, 2001), there are different reasons an organization may choose to utilize job rotation such as using job rotation as a learning Mechanism, he suggests that there are significant benefits that may outweigh the costs involved with training employees for diversified positions. As a learning mechanism, employees are given the opportunity to learn necessary skills which can help them to advance within a company.

2.3.2 Mentorship

According to (Schooley, 2010), he was stated that mentorship involves a formal or informal training partnership where employees receive information, advice, and guidance from an experienced professional, usually within the organization, who has expertise and

a motivation to help others grow in their jobs. In a traditional sense, mentorship involves

a process that brings together the inexperienced and the experienced in an attempt where the former will gain knowledge, self-confidence, skills and competencies from the later as they transit through the process (Colky& Young, 2006). Murrell et. al, ( 2012) has differentiated these two relationships – informal and formal mentorship - along three dimensions: initiation, structure, and process. Where formal mentorship relationship is externally provided, informal one is initiated when two people are drawn towards one another because of needs, interest or perceived similarity. Formal mentorship relationships are generally provided for a specific amount of time and pre-designed with predetermined frequency and locations for meeting between the mentor and the mentee. Understanding the mentorship approaches requires significant upfront planning before a process that brings together the inexperienced and the experienced in an attempt where the former will gain knowledge, self-confidence, skills and competencies from the later as they transit through the process (Colky& Young, 2006). Murrell et. al, ( 2012) has differentiated these two relationships – informal and formal mentorship - along three dimensions: initiation, structure, and process. Where formal mentorship relationship is externally provided, informal one is initiated when two people are drawn towards one another because of needs, interest or perceived similarity. Formal mentorship relationships are generally provided for a specific amount of time and pre-designed with predetermined frequency and locations for meeting between the mentor and the mentee. Understanding the mentorship approaches requires significant upfront planning before

Leadership mentorship should focus on building the mentee’s cognitive/functional, personal and social competencies (Milanet et.al 2008). Innovative mentorship practice will be implemented by the mentee being able to search for and test new technologies, create new paths for company goals and use new work methods (Thediech et.al, 2015). Knowledge transfer mentorship practice will be implemented in firms by ensuring mentor /mentee transfer of tacit and explicit knowledge in which knowledge is preserved and socialized in employees (Blake-Beard 2012). Talent development mentorship practice can be implemented using effective relevant programs that enhance employee engagement and career advancement in firms (Duncan, 2012.) Mentorship has immense benefits to an organization besides being the key to improving project capability. While there is a reliance on personal knowledge, explicit knowledge and collaboration within the project external networks play a crucial role in terms of knowledge creation. These networks tend to be the informal networks of project team members when external knowledge or expertise is required (Jennex, 2007). The process of mentorship can be used to instruct organization culture, pass on technical expertise, develop creative problem solving, foster critical thinking, and build interpersonal skills, which are requisites to successful performance of an organization (Coppola et al, 2010). There is a need to establish how leadership mentorship, innovative mentorship, and knowledge transfer mentorship affect employee performance in small manufacturing Leadership mentorship should focus on building the mentee’s cognitive/functional, personal and social competencies (Milanet et.al 2008). Innovative mentorship practice will be implemented by the mentee being able to search for and test new technologies, create new paths for company goals and use new work methods (Thediech et.al, 2015). Knowledge transfer mentorship practice will be implemented in firms by ensuring mentor /mentee transfer of tacit and explicit knowledge in which knowledge is preserved and socialized in employees (Blake-Beard 2012). Talent development mentorship practice can be implemented using effective relevant programs that enhance employee engagement and career advancement in firms (Duncan, 2012.) Mentorship has immense benefits to an organization besides being the key to improving project capability. While there is a reliance on personal knowledge, explicit knowledge and collaboration within the project external networks play a crucial role in terms of knowledge creation. These networks tend to be the informal networks of project team members when external knowledge or expertise is required (Jennex, 2007). The process of mentorship can be used to instruct organization culture, pass on technical expertise, develop creative problem solving, foster critical thinking, and build interpersonal skills, which are requisites to successful performance of an organization (Coppola et al, 2010). There is a need to establish how leadership mentorship, innovative mentorship, and knowledge transfer mentorship affect employee performance in small manufacturing

2.3.3 workshops/seminars

According to (Bernardin,, 2003) found a positive relationship between workplace training and organizational commitment. From an employee stand point, a training received is related to a significant portion of satisfaction experienced on the job, employee’s value training and job. Examined on another level, employees view training as an aspect that allow them to be better able to offer customer satisfaction since they are already satisfied them and will increase their performance levels. According to (Schmidt , 2004) in his study on the relationship between workplace training and overall job performance found out that components of job training and time spent in training determined a significant relationship to employee performance on the job. The quality of training has maximum impact on performance since work output of an employee would be dependent on the experience level that employee would have acquired (Sahu, 2000). The training impacts on performance in that it determines whether one will keep the job at hand or loose it altogether if not well done, a common cause of job dissatisfaction is that the staffs do not have the basic skills required for their job, The struggle to finish or accomplish an assigned work is seen and as a result the gap between their skill level and the expected performance keep them away from job satisfaction. According to (Armstrong, 2007) points out that a needs analysis that is fully involving and inclusive of all employees must be carried out before any training is done.

According to (Harrison, 2000) learning through training influence the organizational performance by greater employee performance, and is said to be a key factor in the achievement of corporate goals, however, implementing training programs as a solution to covering performance issues such as filling the gap between the standard and the actual performance is an effective way of improving employee performance (Swart et al., 2005). According to (Swart et. al,2005), bridging the performance gap refers to implementing a relevant training intervention for the sake of developing particular skills and abilities of the workers and enhancing employee performance. He further elaborate the concept by stating that training facilitate organization to recognize that its workers are not performing well and a thus their knowledge, skills and attitudes needs to be molded according to the firm needs. According to (wright, 2001) he identifies that training program is used to change competency level of employees, It puts great impact on the employees performance, so that organizational performance also be improved with the performance of employees as well as .by the study of (swaret.al, 2005) training helps organizations to investigate that if there is a need for modeling their employees then performance gap is filled by effective training programs so that employees can be able to get knowledge about their job requirements. it is said by(cooke,2000) employees need continuous training for doing their assigned tasks, well moreover he says presenting & functioning are also counted for performance of employee .he states that on the job training is very appropriate to discover provision of training by giving benefits to employees through skill development & quality services to customers also.

2.3.4 Departmental management Committee

According to (Raj Kumar, 2010), under the committee assignment, group of trainees are given and asked to solve an actual organizational problem, the trainees solve the problem jointly, It develops team work.in this method trainees are asked to solve an actual organizational problem. The trainees have to work together and offer solution to the problems. Assigning talented employees to important committees can give these employees a broadening experience and can help them to understand the personality issues and processes governing the organization. It helps them to develop team spirit and work in a united way towards common goals. However, managers should very well understand that committee assignments could become notorious time wasting activities.

The above on the job methods are cost effective. Workers actually produce while they learn. Since immediate feedback is available they motivate trainees to observe and learn the right way of doing things. Very few problems arise in the case of transfer of training because the employees learn in the actual work environment where the skills that are learnt are actually used. On the job methods may cause disruptions in production schedules. Experienced workers cannot use the facilities that are used in training. Poor learners may damage machinery and equipment. Finally, if the trainer does not possess teaching skills there are very little benefits to the trainee.

2.4 Conceptual Framework

Figure 2.3: Conceptual Framework

Independent Variables Dependent

Variable

Mentorship

 Internal promotions  knowledge of the

organizational

Job rotation

 Task Rotation

 Position Rotation

Employees

Performance

 Public service  Job performance delivery

Workshops

ratings  Public  Levels of

motivation employees

efficiency

Departmental

management Committee

 Timeliness in tasks completion

 Quality and timely Source: Researcher, (2016) reports

Source: Researcher (2016)

A conceptual framework is defined as a broad idea and principles taken from relevant fields of inquiry and used to structure a subsequent presentation (Reinchel & Rammey, 1987). It is essentially a research tool intended to assist a researcher to develop awareness and understanding of the situation under scrutiny and to communicate this. It forms part of the agenda for negotiation to be scrutinized and tested, reviewed and formed as a result of the investigation (Guba & Lincoln, 2000). In this research there are Independent variables, dependent variables, whereby the independent variable refers to the variable that you can handle or manipulate in order to ascertain whether or not the result you obtain is due to it (Adam & Kamuzora, 2008).Although the above literature A conceptual framework is defined as a broad idea and principles taken from relevant fields of inquiry and used to structure a subsequent presentation (Reinchel & Rammey, 1987). It is essentially a research tool intended to assist a researcher to develop awareness and understanding of the situation under scrutiny and to communicate this. It forms part of the agenda for negotiation to be scrutinized and tested, reviewed and formed as a result of the investigation (Guba & Lincoln, 2000). In this research there are Independent variables, dependent variables, whereby the independent variable refers to the variable that you can handle or manipulate in order to ascertain whether or not the result you obtain is due to it (Adam & Kamuzora, 2008).Although the above literature

Thus, this was what the researcher (or nature) manipulates a treatment or program or cause, it influences, predict, control and determine the dependent variables. The dependent variable is what is affected by the independent variable, the roles or outcomes and the moderating variables work with the independent variables to influence the dependent variables. For the purpose of this research, the independent variables are: mentorship, workshops, job rotation and committee assignment of relative to their ideals in terms of implementation and attitude of trainees towards specific attributes of the-on- jo training programs. The dependent variable in this research is the performance of on- the-job training program of which this factor depends on independent variables to occur.

2.5 Research Gap

DR. Amir & Imran (2013) carried out a study on the effectiveness of training on employee Performance in the kingdom of Saudi Arabia and established a positive relationship. However they did not carry out any study on the relationship between on- the job training and employee performance: This study bridged this gap. Uzma and Waqar (2015) researched on impact of training on employees` performance in Karachi and found that employee training enhances performance. This study purposes to find out whether the same findings applied for on-the-job training on performance of employees in Puntland public civil service. Onyango &Wanyoike (2014) carried out a study on the effects of training on employee performance of health workers in Siaya County, Kenya and they established a positive relationship between the variables. But the study did not single out on-the-job training on employee performance. This study covered this research gap. All the above mentioned studies were carried out in countries outside the horn of Africa. This study established whether similar findings applied for Puntland.

CHAPTER THREE RESEARCH METHODOLOGY

3.0 Introduction

This study was used quantitative methodology approach where questionnaires will be used as the research instruments for data collection. The Quantitative research is that which tries to find answers to questions through analysis of quantitative data, that is, the data shown in figures and numbers (Taylor, 1998). More over Gay, M. & Airasian, (2009), explained that the strength of quantitative research is the opportunities that it provides researchers to interact and gather data directly from their research participants to understand a phenomenon from their perspectives.

3.1 Research Design

Descriptive research design was used in this study. A descriptive study ensured complete description of the situation, making sure that there is minimum bias in the collection of data to reduce errors in interpreting the data collected. The study adopted a case study design which is a form of descriptive research. This was preferred because it was concerned with answering questions which describe attitudes and feelings toward a program or process (Cooper & Schindler, 2011).

3.2 Research Location

The location of the research was based on Garowe, Puntland; Somalia. Data was collected from the employees of the Puntland public civil service commission offices.

3.3 Target population

The target population for the study was included all the employees of the Puntland`s public civil service commission. The target population in a research study is the total number of individuals in a group or the number of groups that the researchers are intending to work with Sekaran (2003). Cooper & Schindler (2001) define the target population as the total collection of the elements about which the researchers are intending to make their inferences from. According to Puntland capacity development program and the annual public service report (2015) there are 166 employees in the public civil service commission which comprises of 98 lower management level employees, 56 middle level employees and 12 departmental directors.

Table 3.1: Target Population

Category of employees Number of employees

Lower level employees

Middle level employees

Department Directors

Total

Source: Researcher (2016)

3.4 Sample and sampling procedure