Training and Organizational Performance in Kenya’s National Government State Departments: A Mixed-Methods Analysis

Abstract

This study examined the relationship between training and organisational performance in Kenya’s national government state departments using a cross-sectional mixed-methods design. The quantitative strand used questionnaire data from 426 valid responses drawn from 21 state departments and allocation units domiciled in Nairobi, while the qualitative strand used one open-ended item to explain how training practices were experienced by public officers. Training was measured through seven indicators (T1 to T7) covering needs assessment (T1), induction and orientation (T2), training relevance (T3), equitable access (T4), post-training support (T5), evaluation of training outcomes (T6), and contribution to competence and day-to-day work quality (T7). Organisational performance was measured through six indicators: efficiency (OP1), effectiveness (OP2), service quality (OP3), innovation (OP4), accountability (OP5), and transparency (OP6). Descriptive findings showed that training and organisational performance were rated at moderate levels overall. The strongest training dimension was contribution to competence and work quality, while equitable access and post-training support were the weakest. Thematic findings showed that training was most likely to improve performance when it was needs-based, job-relevant, fairly distributed across cadres, supported after delivery, and monitored through simple outcome measures. Correlation analysis showed a moderate positive relationship between training and organisational performance (r = 0.480, p p = 0.024). The final model explained 38.1% of the variance in organisational performance (R 2 = 0.381, adjusted R 2 = 0.374, F(5, 420) = 51.70, p < 0.001). The study concludes that training is a credible but implementation-sensitive driver of performance in Kenya’s national government state departments.