Effect of On-the-Job Training on Employee Performance: Insights from Tanzania’s Public Service Management and Good Governance Office

Abstract

On-the-job training is widely regarded as a critical
factor in enhancing employee performance and
organizational productivity. It equips employees
with practical skills and knowledge relevant to their
roles, fostering efficiency and effectiveness in
service delivery. The study examined the effect of onthe-job training on employee performance at the
President’s Office Public Service Management and
Good Governance (PO-PSMGG) in Dodoma.
Utilizing a pragmatic philosophy and a mixedmethods research approach, data were elicited from
189 respondents and five key informants through
questionnaires and interviews. The research
employed simple random sampling to select
respondents, and the data were subsequently
analyzed utilizing frequencies, percentages, multiple
linear regression, and content analysis. The results
revealed that coaching has a positive yet minimal
effect on employee performance, characterized by a
coefficient of 0.059 and a significance level of 0.032.
Conversely, mentorship emerges as a significantly
more robust contributor to performance
enhancement, with a coefficient of 0.304 and a
highly significant p-value of 0.000. In contrast, job
rotation exhibits a negative impact, reflected by a
coefficient of -0.069 and lacking statistical
significance. This study concludes that mentorship is
the most influential factor among the three variables
analyzed, significantly improving employee
performance. Job rotation appears to have a
negligible and potentially adverse effect on
performance. The study recommends that
organizations invest in comprehensive coaching
programs, establish formal mentorship initiatives,
encourage job rotation practices, and consistently
assess the effectiveness of coaching, mentorship,
and job rotation strategies. These measures should
ensure alignment with organizational goals while
effectively addressing the needs of employees.