The Effects of Skills Development on Organisation Performance in Uganda Case Study: Uganda Electricity Transmission Company Limited (Uetcl)

Abstract

This research examines the effects of skills development on organisation performance. It is based on the fact that skills development is both of value to employees and the organisation at large including other businesses. Many employees are flooding the job market despite their inadequate skills. The objectives of this study were: to find out the effects of training on organisational performance; to evaluate the relationship between mentoring and organisational performance; and to examine the relationship between career development and organisational performance in Uganda.

The study comprised 217 respondents from Uganda Electricity Transmission Company Limited. Data was methodologically collected through comprehensive field study and questionnaires distributed. Qualitative data was categorised and analysed through content analysis and quantitative data through descriptive statistics. From the research findings, many organisations believe that availing skills development opportunities to employees help boost their performance on the job as well as the organisation at large. This is simply because the employees become productive, acquire new skills, and techniques, the right attitudes and thus increasing output. The paper emphasizes that the employees gain confidence and acquire skills to be able to avoid unnecessary mistakes and frequent accidents in their day to day activities. It also reveals that skills development bridges the gap between superiors and their subordinates and also creates teamwork within the organisation. A combination of all the above affects the organisation’s performance positively both to the production unit and the employees hence leading to an upward elapse inefficiency and effectiveness.

The study findings contributed to the recommendations for UETCL. They included: engaging private needs assessment in regard to individuals; investing more in off-the-job training as this enhances promotion of current employees after advancing in their careers; and carrying out job training practices with adequate job orientation and performance based instructions, apprenticeship, mentoring and coaching.

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