EFFECT OF COMPETENCY TRAINING ON ORGANIZATION PERFORMANCE IN COUNTY GOVERNMENTS OF WESTERN KENYA

GEORGE ODUOR OOKO, PROF. JOHN BYARUHANGA (Ph.D), DR. REV. WILLIS OTUYA (Ph.D)

Abstract


Western Kenya Counties continue to experience a mirage of challenges brought about by devolution hence unable to provide sufficient resources for competency training in the county so as to provide better services to the citizen. Therefore, this study establish the effect of work-life balance on organization performance in County Governments of Western Kenya. The study was anchored on Spillover and work boarder theories. Positivism paradigm philosophy formed the basis for study design. Mixed research design involving cross-sectional survey and descriptive correlational research designs were adopted in the study. 1, 826 employees were targeted out of which 328 respondents were sampled. Stratified sampling and simple random sampling techniques were employed to enable the researcher to select the respondents of the study in Kakamega, Vihiga, Busia and Bungoma Counties. The study used questionnaires and interview schedule to collect data. The data collected was analyzed using descriptive and inferential statistics. Inferential analysis involved the use of Pearson Product Moment correlation coefficient and regression models while descriptive analysis involved the use of percentage, mean and standard deviation. The study found out that work-life balance contributes to 16.8% of the variability on organization performance and had a statistically significant and positive effect on organization performance. It was therefore recommended that county governments should formulate, develop and implement work-life balance practices so as to realize improved organization performance.

Key word: County Governments, Organization Performance, Competency Training

CITATION: Ooko, G. O., Byaruhanga, J., &  Otuya, W. (2019). Effect of competency training on organization performance in county governments of western Kenya. The Strategic Journal of Business & Change Management, 6 (4), 1210 – 1214


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DOI: http://dx.doi.org/10.61426/sjbcm.v6i4.1436

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