Effect of Training Programs on Organizational Performance of Meru County Government, Kenya

2025-07-31T10:12:12+00:00

The purpose of this study was to examine the effect of training programs on the organizational performance of Meru County Government, Kenya. The study adopted a descriptive research design, which enabled assessment of the characteristics of the population. The target population comprised 33 senior-level managers and 677 middle-level employees in 12 departments of the Meru County Government. The study used the purposive sampling method to sample 11 CECs, 11 directors, and 11 administrators, while the simple random method was used to sample the middle-level employees’ sample size. In determining the sample size of the population, the Yamane formula was used to arrive at the sample of 246 middle-level employees. The middle-level employees answered the questionnaires, whereas the senior-level management was interviewed. A pilot study was conducted in the Tharaka Nithi County Government. Additionally, the Cronbach alpha method was used to measure reliability. The study assessed content and criterion validity. SPSS software version 24 was used to analyze descriptive statistics such as frequencies, percentages, and means. Additionally, inferential statistics such as model summary and ANOVA were developed, as well as regression coefficients to determine the model of the study. The correlation coefficient for training programs was r = 0.501 at α < 0.002 and a 99% significance level, which enabled the study to reject the null hypothesis. It was concluded that training programs were vital towards enhancing the performance of the county government. Their contribution made it possible to transfer skills and knowledge from the management to the staff within reasonable time and environment. The skills transferred enabled them to remain relevant in their industries and professions. That notwithstanding, the number of trainings offered to the staff was still few as compared to the training needs placed by business demands. The study recommends the need for the county government leadership develop an adequate policy framework that would increase the budget allocated to training and development programs that can support employees. Additionally, the departmental managers should encourage the employees to collaborate with their colleagues in gaining peer-related training on operations. The employees are also encouraged to develop proactiveness with regard to seeking information and knowledge from the internet and other external sources so as to become innovative in their roles. They do not necessarily have to wait for formal training in the county government to take place to gain work-related insights.

Innovative Leadership and the Transformation of Service Delivery in Public Institutions

2025-08-04T15:18:04+00:00

This paper explores how innovative leadership can transform service delivery in public institutions across East Africa, focusing on Uganda, Kenya, and Tanzania. It addresses persistent challenges such as bureaucratic inertia, inefficiency, and low accountability by examining leadership practices that embrace vision, participation, and technology. The study’s objectives are to review existing literature and case studies on innovative leadership in the region and to assess how these practices drive performance-based improvements in service delivery. Using a qualitative approach, the research combines an Exploratory design to explore the recent peer-reviewed studies and official reports with comparative case studies from sectors including water utilities, business registration, and multi-service centres. The analysis is grounded in Transformational Leadership Theory and Public Value Theory, which together explain how leaders inspire staff, foster creativity, and generate value for citizens through legitimacy, strategic alignment, and operational capacity. Key findings reveal that transformational leadership boosts staff motivation, reduces turnover, and enhances efficiency; that digital platforms and performance-based contracts significantly shorten service timelines and improve accountability; and that citizen feedback systems and integrated service hubs increase public trust and responsiveness. The paper concludes with recommendations to develop leadership capacity, institutionalize digital performance tools, promote participatory governance, create innovation hubs, secure sustainable funding, and foster cross-sector learning, aiming to build an environment where public services are efficient, transparent, and centred on citizens’ needs.

Human Resource and Leadership

Effect of Training Programs on Organizational Performance of Meru County Government, Kenya

Innovative Leadership and the Transformation of Service Delivery in Public Institutions