Staff Training and Organizational Effectiveness of Rwanda Revenue Authority

ABSTRACT In this study, the researcher studied the role played by staff training in enhancing organizational effectiveness of Rwanda Revenue Authority. This study was guided by the following objectives: To determine the profile of respondents, To determine the level of training of RRA employees, To determine the level of organizational effectiveness of RRA and To establish if there is a significant relationship between staff training and organizational effectiveness. The study population was 1000 of which 286 were selected as a sample by using Slovin’s formula and the sampling procedure was purposive or judgmental. Two halves of 143 respondents from the sample were selected from the two departments of RRA (Customs and Domestic Taxes departments) to participate in the study by use of a questionna~re. Data was analyzed using both descriptive statistics in form of percentages and means, whereas inferential statistics in form of correlations were also used and interpretations and conclusions were made. The respondents constituted 66.l% of males and 33.9% of females who fell in the (18-51+) age brackets. The findings of the study show that the level of Training for both on-thejob and off-the-job is very high among RRA employees (Average mean=3.76), study findings also reveal that the level of Organizational effectiveness in RRA is very high (Average Mean=3.53) and there is a strong positive correlation between staff training and organizational effectiveness, that is; positive r-values; 0.768, 0.871, 0.758 and 0.767 for the variables correlated, i.e; organizational effectiveness and onthe-job training, organizational effectiveness and off-the-job training, organ i~ationa I effectiveness and coaching and organizational effectiveness and meritoring respectively), on which we based to reject the Null hypothesis that states that there is no significant relationship between staff training and organizational effectiveness. Based on the findings of the study, the researcher recommends that: There should be mandatory, continuous and diversified training courses ~or all RRA staff in form of workshops, conferences and seminars, employee retention strategies should be promoted so as not to lose competent employees, formulation cif a development program that is tailored specifically to employees’ career training needs and decentralization of goal setting from the organizational to employee level.

 TABLE OF CONTENTS

CHAPTER Page

DECLARATION A II

DECLARATION B III

APPROVAL SHEET Iv

DEDICATION V

ACKNOWLEDGEMENT VI

TABLE OF CONTE~1TS VIII

ONE 1

PROBLEM AND ITS SCOPE 1

Back ground of the Study 1

Statement of the problem 4

Purpose of the study 5

Research objectives 5

Research questions 5

Scope of the study

Significance of the study 6

TWO 7

LITERATURE REVIEW 7

VII

Concepts, Ideas, Opinions from Authors/Experts 7

Forms of training 8

Modern on-the-job Training Techniques 9

Off-the-job training 12

Staff Performance 13

Organization 13

Effectiveness 13

Organizational effectiveness 14

Measuring organizational effectiveness 15

The Quinn/Competing Values Framework (CVF) Model 16

THREE 21

METHODOLOGY 21

Research design 21

Research population 21

Sample and sampling procedure 21

Research instrument 22

Data gathering procedure 23

Data analysis 23

Ethical consideration 24

Study limitations 24

FOUR 26

PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA 26

Profile of Respondents 26

Level of training of RRA employees 28

Level of organizational effectiveness of RRA 30

Correlation analysis 33

FIVE 35

FINDINGS, CONCLUSIONS AND RECOMMENDATIONS 35

Study findings 35

Conclusions 37

Recommendations 37

REFERENCES 39

APPENDENCES 42

APPENDIX 1: TRANSMITTAL LETTER 43

APPENDIX 2: INFORMED CONSENT (RRA LETTER) 44

APPENDIX 3: RESEARCH INSTRUMENT 45

APPENDIX 5: RESEARCHER’S CURRICULUM VITAE 48