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Journal of Contemporary Management

On-line version ISSN 1815-7440


NAONG, Matsidiso Nehemia; THOMO, Wendy Samkelisiwe  and  DZANSI, Lineo Winifred. Perceptions of the effects of Training and Development practices on employee performance: A case of Inyatsi Construction Company. JCMAN [online]. 2023, vol.20, n.2, pp.123-144. ISSN 1815-7440.

BACKGROUND: More often than not, organisations are stunned when there is a disjuncture between performance targets and outcomes. Companies seldom appraise the relationship and impact of their training practices on workforce performance. Consequently, they miss out on the crucial sustainable competitive advantage to be derived from these deliberate intervention procedures PURPOSE OF THE STUDY: The main aim of this paper was to investigate the impact of training and development (T) practices on employee performance at Inyatsi Construction DESIGN/METHODOLOGY/APPROACH: A positivist method, i.e., a quantitative research approach, was adopted, and a survey to purposively collect data from a (n=129) stratified sampled population was conducted on different branches of Inyatsi Construction in three different countries, with T practices being the independent variable and employee performance the dependant variable. Descriptive statistic tools, SPSS, were applied to the questionnaire's responses to gauge the reliability of all the constructs for Cronbach's Alpha value greater than 0.700, indicating the reliability of the instrument FINDINGS/RESULTS: The main linear regression analysis findings revealed a significant correlation between (i) T practices and employee performance, (ii) organizational intentions and T practices (iii) specific employee development needs and T and finally (iv) between employee key performance areas and T RECOMMENDATIONS/VALUE: The study shared empirical evidence of a significantly positive relationship between training practices and employee performance. Aligning human capital development needs with training practices is a potent ingredient for employee commitment, engagement and sustainable competitive advantage MANAGERIAL IMPLICATIONS: It is hoped that these findings will assist not only management at Inyatsi Construction but organisations, in general, to view and engender investment in human capital as part of their HR strategic goals, specifically efficient talent management towards a sustainable competitive advantage ORIGINAL VALUE/CONTRIBUTIONS: The crafting of a customised T practice, together with empirical evidence of its effect on employee performance, for similar organisations operating in developing economies JEL CLASSIFICATION: M54

Keywords : Eswatini; employee performance; Inyatsi Construction; T& D practices; turnover.

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