INTERNATIONAL JOURNAL OF LATEST TECHNOLOGY IN ENGINEERING,

MANAGEMENT & APPLIED SCIENCE (IJLTEMAS)

ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XV, Issue V, May 2026

Impact of Training and Development on Employee Productivity in Public

Universities, a Case of Masinde Muliro University of Science and

Technology, Kenya

Stellah Obutu Nyameino and Fred Gichana Atandi

Department of Business Administration and Management, Kibabii University, Kenya

DOI: https://doi.org/10.51583/IJLTEMAS.2026.150500190

Received: 13 May 2026; Accepted: 18 May 2026; Published: 12 June 2026

ABSTRACT

The study sought to establish the impact of Training and Development on Employee productivity in public

Universities a case of Masinde Muliro University of Science and Technology. The target population was drawn

from non-teaching staff by use of simple sampling. A sample of 69 employees was selected through simple

sampling to participate in the study. The researcher used purposive random sampling and sampled every non-

academic staff in the payroll from grade I-X. The research targeted a total of 676 non-academic staff. Data was

collected by use of questionnaires. The study used both descriptive and inferential statistics during data analysis.

Descriptive statistics employed the use of frequencies and percentages and for inferential statistics Pearson

Correlation Coefficient of 90% confidence was used and findings presented in tables. Results showed that there

was a significant negative relationship between gender awareness, training policy where every staff is aware

with the value of r(69) = -0.301, p = 0.01 and also responses on training policy of which every staff is aware had

a significant negative relationship in experience on their current grade, r(69) = -0.207, p = 0.09. More than 50%

of the respondents agreed that training and development affects employee productivity and the results were

mostly more significant between training and development factors and gender, age, length of service and current

grades among University employees.

Keywords: Training and Development, Performance and University Employees

Background of the Study

Training is the planned intervention that is designed to enhance the determinants of individual job performance

(Chiaburu & Teklab, 2005). Training is related to the skills an employee must acquire to improve the probability

of achieving the organization’s overall business and academic goals and objectives. Positive training offered to

employees may assist with reduction of anxiety or frustration, which most employees have experienced on more

than one occasion during their employment careers (Cheng & Ho, 2001). Training has a significant effect on

employee productivity.

Firms can develop and enhance the quality of the current employees by providing

comprehensive training and development. Indeed, research indicates that investments in training employees in

problem-solving, teamwork and interpersonal relations result in beneficial firm level outcomes (Singh, 2012).

Therefore, training serves as a motivating force in improving the efficiency and productivity of the workers and

many organizations have seen it as a veritable tool to enhance their organizational productivity.

Training presents a prime opportunity to expand the knowledge base of all employees, but many employers find

the development opportunities expensive. Employees also miss out on work time while attending training

sessions, which may delay the completion of projects (Singh, 2012). Despite the potential drawbacks, training

and development provides both the company as a whole and the individual employees with benefits that make

the cost and time a worthwhile investment. Companies today are forced to function in a world full of change and

under various complications, and it is more important than ever to have the correct employees at the correct job

with the right qualification and experience in order to survive the surrounding competition (Singh, 2012). The

successful and prosperous future of an organization is dependent on its skilled, knowledgeable and well

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experienced workforce.

That is why training is a fundamental and effectual instrument in successful

accomplishment of the firm's goals and objectives. Training not only improves them resourcefully, but also gives

them a chance to learn their job virtually and perform it more competently hence increasing firm's productivity.

Training has been an important variable in increasing organizational productivity. Most researches including

(Colombo & Stanca, 2008), (Sepulveda 2005) and (Konings & Vanormelingen, 2009), showed that training is a

fundamental and effectual instrument in successful accomplishment of the firm's goals and objectives, resulting

in higher productivity. Most employees have some weaknesses in their workplace skills. A training program

allows you to strengthen those skills that each employee needs to improve. A development program brings all

employees to a higher level so that they all have similar skills and knowledge (Singh, 2012). This helps reduce

any weak links within the company who rely heavily on others to complete basic work tasks. Providing the

necessary training creates an overall knowledgeable staff with employees who can take over for one another as

needed, work on teams or work independently without constant help and supervision from others.

An employee who receives the necessary training is better able to perform her job. She becomes more aware of

safety practices and proper procedures for basic tasks. The training may also build the employee's confidence

because she has a stronger understanding of the industry and the responsibilities of her job (Mohanty,2012). This

confidence may push her to perform even better and think of new ideas that help her excel. Continuous training

also keeps your employees on the cutting edge of industry developments. Employees who are competent and on

top of changing industry standards help your company hold a position as a leader and strong competitor within

the industry (Singh, 2012). A structured training and development program ensures that employees have a

consistent experience and background knowledge. The consistency is particularly relevant for the company's

basic policies and procedures. All employees need to be aware of the expectations and procedures within the

company. This includes safety, discrimination and administrative tasks. Putting all employees through regular

training in these areas ensures that all staff members at least have exposure to the information.

Employees with access to training and development programs have the advantage over employees in other

companies who are left to seek out training opportunities on their own. The investment in training that a company

makes shows the employees they are valued (Singh, 2012). Employees may gain access to training they wouldn't

have otherwise known about or sought out themselves. Employees who feel appreciated and challenged through

training opportunities may feel more satisfied towards their jobs.

Employee training and development is very vital to job productivity and organization performance since the

formal educational system does not adequately provide specific job skills for a position in a particular

organization (Colombo & Stanca, 2008). While, few individuals may have the requisite skills, knowledge,

abilities and competencies needed to fit into a specific job function, some others may require extensive training

to acquire the necessary skills to be able to fit in a specific job function and also make significant contribution

to the organization’s performance.

Training has been an important variable in increasing organizational productivity. Many researchers for instance

(Colombo & Stanca, 2008), showed that training is a fundamental and effectual instrument in successful

accomplishment of the firm's goals and objectives, resulting in higher productivity. Training and development

builds a team that is effective, efficient and well-motivated, thereby enhancing the confidence and self-esteem

of employees. The employees’ knowledge and skills are thus developed to adapt to new technologies and other

organizational changes. Training and manpower development also creates chances for the promotion of

employees to replace those who have left the organization. Indeed, the benefits of training and manpower

development are innumerable (Colombo & Stanca, 2008).

Any organization whose goals are to survive and prosper in this present day’s economy will find it imperative

to invest in training and development to improve proficiencies in production as well as to acquire the greatest

return in investment of human capital (Knoke & Kalleberg, 1994). Although this area of training effectiveness

seems paramount, and integral part of the employer–employee relationship, (Knoke & Kalleberg, 1994) suggest

direct evidence about company training practices based on representative samples of diverse employing

organizations is almost non-existent. Furthermore, several authors have suggested that training is most extensive

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only in establishments which operate in complex market environments (Rowden & Conine, 2005); (Sahinidis &

Bouris, 2008). In addition, (Rowden & Conine 2005) indicates that there is limited research on human resource

development in small and midsized businesses. (Cheng & Ho 2001) also discuss the importance of training and

its impact on productivity.

Moreover, several authors have also written about the importance of staff development. Both formal and

informal training opportunities are thought to provide a forum for the development of talent. When talent is

fostered and nurtured, competitive advantages in performance are untainted (Gerhard, 1996); (Bowling, 2007);

(Davenport, 2006); (Peters & Waterman, 1982). Furthermore, the organizational commitment or the relative

strength of an individual’s identification and involvement in a particular organization (Pool & Pool, 2007)

depends on effective training and development programs. According to these authors, organizations

demonstrating keen insight make provisions for satisfying the training needs of their current workforce. (Cheng

& Ho, 2001) indicates that adequate training produces marked improvements in employee communication and

proficiency of performances as well as extending retention time. Moreover, when programs target

communication skills with coworkers, there are significant increases in profit as well as a greater number of

reported positive working relationships that are formed. Employees with good communication skills gather more

information concerning procedures and technologies related to job performances, thus assuming greater

accountability and subsequent responsibility, both of which effect improve proficiency (Adams, 1989).

Statement of the problem

In the world today, organizations are in a constant state of competition. The intensity of competition increases

annually and the need to continuously improve organizational productivity has never been greater (Makina I. &

Oundo J. N. (2020). Therefore, an effective and efficient use of training and development will translate into the

overall employee performance. Challenging goals, motivation, training and development.

Universities today have realized the importance the concept of training and development plays in achieving

organizational objectives. As resources increasingly become scarce, organizations seek ways to improve

employee productivity without incurring additional costs. reduction in friction between workers themselves and

between workers and management.

In Kenya, many managers and most organizations have realized that training and development factors are vital

for productivity. This is seen in many seminars and workshops organized by different forums to educate Chief

Executive Officers on the best training and development to be used in their organizations for optimum

productivity. Despite all these concerns, Masinde Muliro University of Science and Technology still faces many

challenges with regard to the implementation of the training and development that influence employee

productivity.

Research Objective

To establish the impact of training and development on productivity at MMUST.

Research Question

This study sought to answer the following question

What is the impact of training and development on productivity at MMUST?

Scope of the Study

The study was carried out on employee productivity at MMUST. Masinde Muliro University of Science and

Technology was established through an Act of Parliament on 30^thDecember, 2006 as the seventh public

University in Kenya (University Bill, 2012). The university is the successor of Western University College of

Science and Technology (WUCST), which in turn succeeded the defunct Western College of Arts and Applied

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Sciences (WECO). The University is located along the Kakamega-Webuye road, one kilometer from the central

business district (CBD) of Kakamega County.

THEORETICAL REVIEW

Resource Based View

Resource Based Theory was first advocated by Barney (1991) and developed by Conner (1991), Tilton (2009)

and Wernerfelt (1984). The idea contends that an organization's resources are used to achieve superior

performance, with resources being viewed as the foundation of any business. It makes the case that various

resources available to an organization can give it a competitive edge. Organization’s resources are its assets,

knowledge, organizational capacities, and organizational processes (Mbithi 2016). According to Olsen et al.

(2014), the theory suggests that an organization's resources are its primary source of superior performance.

Additionally, the theory assumes that a firm will perform better when those resources are used effectively

(Makina et al 2020).

The theory assumes that an organization with special resources will outperform its competitors in the market.

According to Porter (1980) cited by Mbithi (2016), Porter contends that an organization's distinctive resources

contribute to its superior performance in the sector in which it works. This implies that an organization needs

resources that are extremely rare, different from its competitors, and difficult for rivals in the industry to imitate

in order to achieve higher performance. For an organization to achieve superior performance, the theory also

assumes that its resources must be extremely valuable, unreplicable and unsubstitable by rivals. An organization

that possesses knowledge about its internal weaknesses and strengths can utilize that information to make

strategic business decisions that will enhance its performance (Makina et al 2020). According to this theory, an

organization with a competitive advantage is bound to observe an improvement in performance. An organization

can obtain superior performance (competitive advantage) through a variety of means; these include

product brand name, the sort of technology the organization uses in production, and the kind of competent

workers the organization employs.

RBV Theory contends that an organization’s assets, both material and immaterial, have an effect on how well it

performs. Resource Based View Theory, according to Bohenkamp (2013), influences an organization's decision-

making, which in turn affects performance in terms of profitability. An organization can gain a competitive

advantage within its field by using its resources more effectively and efficiently, which will improve

performance. An organization's performance is typically predicted by its unique resources serves as a

competitive advantage in the field, predicted performance is typically high. As a result, it will perform better in

terms of units sold. Based on dynamics and management, this theory has been criticized in several ways. The

theory, according to Hedman and Kalling (2003), as reported by Makina et al., (2020), does not take

organizational changes into account. It disregards additional industry-wide factors that never change. The

argument suggests that even if an organization possesses all the necessary resources for producing goods and

services, its competitive advantage will be rendered ineffective if it fails to adapt to the evolving business

landscape. To gain a competitive edge organization strategy needs to adapt to changes in the business

environment and make effective use of its resources hence source of competitive edge.

Empirical Review

CHHY (2019) conducted a study on the impact of training and development on employee performance, a case

study of selected private secondary schools in Phnom PENH Cambodia. The researcher used a sample of 90

respondents from the target population of 220 employees. ANOVA was used to analyze data. It was revealed

that there were benefits of training and development on employee performance which enabled the school

maintain its competitive advantage, increased job satisfaction and reduce employee turnover. However, the

study was carried out in secondary schools but not in public universities. This is the reason as to why this study

was carried in a public university.

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Sanga and Fadhili (2024) conducted a research on the effect of training and development on employee

performance a case of TTCL Sambawanga in Tanzania. Data was collected through questionnaires and

interviews. Data was analyzed through SPSS. It was revealed that on job training has a positive impact on

performance of employees for instance; increased employee morale, employee confidence and reduced

employee turnover. However, the study never looked other factors that determine employee’s performance for

instance employee’s remunerations.

Odhiambo et al (2024) conducted a study on the impact of various training factors on employee training factors

and their performance in Kenya. The study employed a quantitative research design and data was collected

through questionnaires. Findings revealed that training methods especially on job training had a positive

correlation on employee performance. However, the study ignored other factors that affect employee’s

performance.

Conceptual framework

Figure 2.1 summarizes the relationship between the independent variable, which is training and development

and the dependent variable which is, employee productivity. The conceptual framework is developed after a

review of related literature on the study variables.

Independent Variable

Dependent Variable

Training and Development

Employee Productivity

Figure 2.1 Conceptual framework

RESEARCH METHODOLOGY

Research Design

The research design adopted for this study is descriptive survey. A survey research according to (Mugenda &

Mugenda, 2000) is an attempt to collect data from members of a population in order to determine the current

status of that population with respect to one or more variable. Survey research is thus a self-report study which

requires the collection of quantifiable data from the sample by interviewing or administering questionnaires to

sample individuals (Kothari, 2004, Orodho, 2003, Mugenda and Mugenda, 2000). In this study a survey was

employed in order to gather facts and obtain pertinent and precise information concerning the current status of

phenomenon and whenever possible draw conclusions from the facts discovered. In this study a survey method

was employed and involved observations and questionnaire administration using simple random sampling

technique. A cross-sectional survey was used to explore and describe training and development on employee

productivity at MMUST.

The data collected was subjected to statistical analysis using computer statistical

package for social sciences (SPSS).

Target Population

The study population was obtained from a randomized sample of non- academic staff ranging from grade I-X.

The study targeted a total of 676 employees who were the focus of study. These comprised of 390 auxiliary staff

(grade i-iv) and 286 middle level staff (grade v-x). A representative sample will be used to represent the whole

population.

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Table 3.1 Study Population

Sample Area

Population

Percentage

Non-Academic Staff

Grade I-IV(Auxiliary staff)

Grade V-X (Middle level staff

Total

390

57.7%

42.3%

100%

286

676

The sampling frame used for this study was MMUST payroll because it contained all the names of employees

and their current grades. The payroll was considered to be accurate because it covered the correct information

about the elements of the target population and also it was comprehensive because it was purported to cover the

whole population.

Sample and Sampling Techniques

The study targeted a total of 676 employees. This comprised of 390 auxillary and 286 middle level staff. Simple

random sampling and purposive techniques were used to select 69 employees from the entire population so that

each and every one in the target population had an equal chance of being selected. According to (Kombo &

Tromp, 2006) their recommendation that a sample size of 10% to 30% is representative enough for the study

population was used to determine the sample size. Therefore, the sample size was determined by use of this

rule. Number of employees selected 10.21/100 x 676 = 69

Table 3.2 Sample Size

Sample Area

Target Population

Sample

Size

Percentage of

Population (%)

Total

Non Academic Staff

676

69

10.21

69

Total

676

69

However, to prevaricate against loss of respondents 69 non-academic staff were selected and included in the

collection of data. A total of 69 questionnaires were returned and the researcher used a sample of 69

questionnaires.

Data Collection Instruments

The data collection instrument used in this study was a questionnaire.

The researcher considered the

questionnaire appropriate because the target population was largely literate and was unlikely to have difficulties

responding to questionnaire items. Also questionnaires are appropriate in collecting large amounts of information

as was the case in this study. The questionnaires were developed for non-teaching staff which comprised of both

middle level staff and auxiliary staff. They comprised of open and closed ended items. Open-ended items have

an advantage of allowing respondents to express their thoughts in their own words instead of in words chosen

by the researcher (Kothari, 2003). The questions asked were consistent with the research question and objectives.

Therefore, a questionnaire is a data-gathering instrument because it is appropriate when factual information is

required. It was convenient to use it since it was easy to administer, not biased, confidential and saves on time

(Mugenda & Mugenda, 2003).

Data Analysis Procedure

Quantitative data collected from respondents was coded and manipulated using Statistical Package for Social

Sciences (SPSS version 20). The study used both descriptive and inferential statistics during data analysis.

Descriptive statistics employed the use of frequencies and percentages and for inferential statistics Pearson

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Correlation Coefficient was used to determine the impact of training and development on employee productivity

in Kenyan Public Universities a case study of MMUST.

The research also sought to find out influence of training and staff development of employee productivity.

Respondents were asked questions on training and staff development. Table 4.1 show the responses received

from the respondents.

Table 4.1 Training and development responses

Statement

Responses

Disagree

23

Agree

41

There is a training policy of which every staff is aware

I have never been a beneficiary of training programme

(33.3%)

14

(59.4%)

48

(21.7%)

31

(69.5%)

29

Training has greatly contributed to higher productivity in the

university

(44.9%)

31

(42.0%)

29

There is a fair system on training programme and every staff is

bound to

(44.9%)

(42.0%)

As shown in Table 4.1, 23 (33.3%) of the respondents disagreed to the assertion that there is a training policy of

which every staff is aware of while 41 (59.4%) agreed. Respondents were asked if they had never been

beneficiaries of training programme, 14 (21.7%) disagreed and 48 (69.5%) agreed.

Findings show that, 31 (44.9%) respondents disagreed that training had greatly contributed to higher

productivity in the university, 29 (42.0%) agreed and on there being a fair system on training programme and

every staff is bound to, 31 (44.9%) of the respondents disagreed and 29 (42.0%) agreed.

Inferential Statistics

Inferential statistics are used to generalize the results obtained from a sample population to see how

representative is it of the target population. This study used Pearson’s correlation to see the relationship between

various attributes. Results were deemed significant at p <= 0.10.

Pearson’s correlation analysis was done to find the relationship between demographics and training and

development responses. Table 4.2 shows the Pearson’s correlation (r) and their respective significance (p) for

demographics and training and development factors. Demographic factors were used in the study to establish

how they affect performance of employees. For instance, it was established that the more experienced employees

perform relatively better than the less experienced employees. The elderly employees recorded less percentage

in terms of performance as compared to the young and vibrant employees.

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Table 4.2 Pearson’s correlation for demographics and training and development

Statement

There is a training policy of

which every staff is aware of

-0.301

p (0.01)

-0.118

-0.131

0.147

-0.069

-0.207

r

(0.33)

(0.28)

(0.23)

(0.57)

(0.09)

I have never been a beneficiary of

training programme

-0.130

p (0.29)

0.138

p (0.26)

0.442

(0.01)

-0.151

(0.22)

-0.292

(0.02)

-0.108

(0.38)

0.259

(0.03)

-0.255

(0.03)

-0.006

(0.96)

-0.211

(0.08)

-0.484

(0.01)

0.169

(0.16)

r

Training has greatly contributed

to higher productivity in the

university

r

There is a fair system on training

programme and every staff is

bound to

0.156

p (0.20)

0.006

0.425

0.029

0.057

0.135

r

(0.96)

(0.01)

(0.81)

(0.64)

(0.27)

As shown in Table 4.2, there was a significant negative relationship between gender and respondents awareness

that there is a training policy of which every staff is aware r(69) = -0.301, p = 0.01 and also responses on training

policy of which every staff is aware had a significant negative relationship with years in current grade, r(69) = -

0.207, p = 0.09. More than 50% of the respondents agreed that training and development affects employee

productivity and the results were mostly more significant between training and development factors and gender,

age, length of service and current grade. This study is in agreement with other studies that were conducted by

other researchers for instance CHHY (2019) conducted a study on the impact of training and development on

employee performance, a case study of selected private secondary schools in Phnom PENH Cambodia. It was

revealed that there were benefits of training and development on employee performance which enabled the

school maintain its competitive advantage, increased job satisfaction and reduce employee turnover.

I have never been a beneficiary of training programme had significant relationship with age, r(69) = 0.442, p =

0.01 and current grade r(69) = 0.259, p = 0.03; but it had significant negative relationship with length of service,

r(69) = -0.292, p = 0.02 and years in the current grade with r(69) = -0.484, p = 0.01. Contribution of training to

productivity in the university had significant negative relationship with current grade r(69) = -0.255, p = 0.03

and highest level of education r(69) = -0.211, p = 0.08 while its only length of service that had significant

relationship with there being a fair system on training programme and every staff being bound to it r(69) = 0.425

and p = 0.01.

SUMMARY, CONCLUSIONS AND RECOMMENDATIONS

Summary

More than 50% of the respondents agreed that training and development affects employee productivity and the

results were mostly more significant between training and development factors and gender, age, length of service

and current grade. There was a significant negative relationship between gender and respondents awareness that

there is a training policy of which every staff is aware r(69) = -0.301, p = 0.01 and also responses on training

policy of which every staff is aware had a significant negative relationship with years in current grade, r(69) = -

0.207, p = 0.09. The findings showed a relationship and agreement of resource based view theory by indicating

that resources can be used to realize competitive advantage. This is also in agreement with the assumptions of

resource based view theory. It makes the case that various resources available to an organization can give it a

competitive edge. Organization’s resources are its assets, knowledge, organizational capacities, and

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organizational processes (Mbithi 2016) assumes that its resources must be extremely valuable, unreplicable and

unsubstitable by rivals.

Conclusion

The following conclusions were made on the basis of the research findings: Findings indicated by 69.5% of

employees have never been beneficiary of the training program in MMUST. Thus it is imperative that employees

need more on the job training so that they can utilize their potential and skills acquired.

Recommendations

The study recommended that organizations especially higher institutions of learning such as universities should

embrace different methods of training to equip employees with skills that will increase their productivity.

The study also recommends that other factors that affect performance of an organization for instance financial

constraints, organization culture, and management priorities should be considered. This gives a room for further

studies.

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