Examining the Effect of Training Delivery Technique on Employee Performance in Nyamira County Government

This study examined the effect of training delivery technique on employee performance in Nyamira County Government. The occurrence of a rise in client grievances across various counties mostly attributed to inadequate service delivery. The primary cause of this unsatisfactory service delivery is attributed to the employees of the respective counties. The study targeted 72 employees' specifically departmental heads and human resource officers who are in charge of employee training management. Census sampling procedure was used to get 72 respondents. Questionnaires were used to collect primary data from the field. The study focused on establishing the effect on training delivery technique on employee. Data was analysed by (SPSS) v 26. The study results noted that training delivery technique was found to be positively related to employee performance. A unit increase in training delivery technique leads to an increase in employee performance. The study results noted that training delivery technique (β = 0.237) was found to be positively related to employee performance. A unit increase of 0.237 in Training delivery technique leads to an increase in employee performance. From t-test analysis, the t -value was found to be 1.479 and the ρ -value 0.012. Statistically, this null hypothesis was rejected because ρ<0.05. Thus, the study accepted the alternative hypothesis and it concluded that training delivery technique affects employee performance. It is recommended that the training policy be revised to include all staff who require training based on a training needs assessment. Recognition and positive reinforcement should be provided for exemplary work performance. Keywords : Delivery Technique, Effect, Employee Performance, Nyamira County Government, Training CITATION: Jalang'o, K. O., Juma, D. (2024). Human resource capacity and staff well-being in humanitarian organization in Kenya. The Strategic Journal of Business & Change Management , 11 (2), 775 – 781. http://dx.doi.org/10.61426/sjbcm.v11i2.2943