Browsing by Author "Asiki, Swaib"

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    Management of Employee Training Programs on Performance in Yumbe District Local Government – Uganda
    (Global Journal of Commerce and Management Perspective, 2015) Asiki, Swaib; Picho, Epiphany Odubuker
    This study was intended to examine the influence of Management of Employee Development Programme on Performance in Yumbe District – Uganda. The study adopted a Case Study Design to allow in-depth study. Quantitative and Qualitative approaches were employed. A total of 218 questionnaires were administered to the respondents and 179 questionnaires were received back registering a response rate of 82%. Descriptive statistics were computed. Inferential statistical analysis included correlation and multiple regressions, which were used to test the hypotheses. The correlation coefficient (r) was used to determine the strength of the relationship. The significance of the coefficient (p) was used to test the relationship between the independent and the dependent variables. Regressions (Sekaran, 2003; Amin, 2005) and ANOVA determined which of the independent variables accounted most for the variance in the dependent variable. Qualitative data were analyzed under themes (Woodruffe, 1998). Results show that management of employee training programs accounted for only 26% in influencing performance in the district. It was concluded that Management of Employee Development Programme has influence on Performance
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    “Off-the-job” training and performance in Yumbe district local government – Uganda.
    (Global Journal of Commerce & Management Perspective, 2015) Asiki, Swaib; Picho, Epiphany Odubuker
    This investigation was intended to unveil the influence of ‘‘Off-the-Job’’ training programs on performance in Yumbe District Local Government – Uganda. The study adopted a Case Study Design to allow in-depth study. Quantitative and Qualitative approaches were employed. A total of 218 questionnaires were administered to the respondents and 179 questionnaires were received back registering a response rate of 82%. Descriptive statistics were computed. Inferential statistical analysis included correlation and multiple regressions, which were used to test the hypotheses. The correlation coefficient (r) was used to determine the strength of the relationship. The significance of the coefficient (p) was used to test the relationship between the independent and the dependent variables. Regressions and ANOVA determined which of the independent variables accounted most for the variance in the dependent variable. Qualitative data were analyzed under themes. Results show that ‘‘Off-the-Job’’ training programs (non-formal trainings and formal academic training) account for 82% variance in performance. It was concluded that ‘‘Off-the-Job’’ training programs has very high influence on Performance.
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    "On-the-Job" Training and Performance in Yumbe District Local Government - Uganda
    (Global Journal of Commerce and Management Perspective, 2015) Asiki, Swaib; Picho, Epiphany Odubuker
    This study was intended to examine the influence of “On-the-Job” Training on Performance in Yumbe District – Uganda. The study adopted a Case Study Design to allow in-depth study. Quantitative and Qualitative approaches were employed. A total of 218 questionnaires were administered to the respondents and 179 questionnaires were received back, registering a response rate of 82%. Descriptive statistics were computed. Inferential statistical analysis including correlation and multiple regressions were used to test the hypotheses. The correlation coefficient (r) was used to determine the strength of the relationship. The significance of the coefficient (p) was used to test the relationship between the independent and the dependent variables. Regressions were used. ANOVA determined which of the independent variables accounted for most of the variation in the dependent variable. Qualitative data were analyzed under themes. The analysis of both the quantitative and qualitative data established that there was a weak positive correlation between ‘On-the-Job’ Training (mentoring and job rotation) and Performance. The combined effects accounted for 34% variation in performance. Specifically, the results showed that there was a moderate positive relationship between mentoring and performance and a weak positive relationship between job rotation and performance. It was concluded that “On-the-Job” Training has influence on Performance.