Staff Training And Organisational Performance In Maganjo Grain Milling, Kawempe Division, Kampala District, Uganda

The study intended to establish the relationship between Staff Training and Organisational Performance in Maganjo Grain Milling, Kawempe Division-Kampala District, Uganda. it was guides by three objective which included; (i) To establish the level of staff training in Maganjo Grain Milling limited, Kawempe division, Uganda.(ii) To establish whether there is a significant relationship between Staff Training and Organisational Performance in Maganjo Grain Milling, Kawempe Division, Kampala District, Uganda” (iii) To establish the challenges faced by Maganjo Grain Milling, Kawempe Division, Kampala District, Uganda. In this study, respondents were described according to gender distribution; Male (76%) Female (24%); Marital Status Distribution the findings reveal that single (28%) , Married (52%), Divorced (20%), regarding age Distribution, Below 25(24%), 25-35 years (62%), 36-45 years (12%), 46 and above (2%); Educational Qualification Distribution, Ph.D (4%), Masters (30%) Bachelors (44%), Diploma (22%). The findings reveal that on staff training four constructs were measured and rated as follows; On-The-Job Training (average mean= 3.24) Orientation training or induction training (average mean 3.18) Technical training (average mean= 3.14) Refresher training (average mean= 3.11) Study leave3 .07 with an overall mean=3. 15. The findings reveal that on organisational performance six constructs were measured and rated as follows; Division of labor(average mean=3.19), Planning (average mean= 3.16) Organizing (average mean~ 3.11) Staffing(average mean= 3.08) Output per employee(average mean= 3.16) Control (average mean= 3.10) as well as with an Overall mean. Results in Table 4.3 indicated a positive significant relationship between the Staff Training and Organisational Performance in Maganjo Grain Milling, since the sig. value (0.000) was far less than 0.05, which is the maximum level of significance, required for declaring a significant relationship. This implies Staff Training highly contributes to the Organisational Performance, Uganda and Staff Training leads to low Performance of Organizations. The stated null hypothesis was rejected based on these results and hence concluding that good level of Staff Training and Performance of Organizations. it was recommended that; ensure Company culture is understood; Creating a positive learning environment will encourage development and help your employees gain confidence in their new position. Proper training should not be reserved for new employees. In order to maintain a staff of trained and well-integrated employees, it’s critical to promote continuous learning throughout their careers; Provide information for the employee about exactly what the training session will involve; make clear to the employee that the training is her responsibility and she needs to take the employee training seriously; train supervisors and managers either first or simultaneously so they know and understand the skills and information provided in the training session. Train managers and supervisors in their role in the training process. Emphasize training as an investment; Target your needs; encourage a learning culture. Express to all employees that your organization cares about enhancing their skills and wants every worker whether training or not to remain competitive within their skill set.