Effect of Management Development Programs on Organizational Performance: A Case of Telkom Kenya Ltd
Keywords:
Management Development Programs, Organizational Performance, Telkom Kenya LtdAbstract
This study sought to establish the effects of Management Development programs on Organizational Performance, particularly at Telkom Kenya Limited. The specific objectives of the study were: to determine the effects of Job rotation on performance at Telkom Kenya Limited, to determine the effects of Coaching on performance at Telkom Kenya Limited, to find out the effects of promotion on performance at Telkom Kenya Limited, and to establish the effects of Mentorship on performance at Telkom Kenya Limited. The research study adopted a descriptive design to collect data from the respondents. The target population was one hundred and fifty (150) employees from Telkom Kenya Limited, both at the Management level and Non-Management Level. Yamane's (1974) formula was used to get a sample size of 109 respondents. A pilot test was done on eleven (11) employees at Telkom Kenya Limited. A stratified random sampling technique was used to select the sample size of the number of employees. The study was based on primary data that was collected by way of questionnaires. The questionnaire was closed-ended and based on a five-point Likert scale. Content validity was used, and a reliability test was done by use of Cronbach’s alpha. Data was analyzed using descriptive and inferential statistics with the help of the Statistical Package of the Social Sciences (SPSS) version 24. The result revealed that management development programs explained 84 percent of changes in organizational performance. Further, job rotation, coaching, promotion, and mentorship had a positive and significant effect on the performance of Telkom Kenya Limited. The study concluded that management development programs significantly contribute to the performance of Telkom Kenya Limited. The study recommends that Telkom Kenya management should focus on streamlining the job rotation policy to align with both the organization's and individuals’ needs; should strengthen coaching-related aspects, including employee engagement, feedback, and coaching policy; should improve promotion-related aspects, including promotion policy and procedures; and should improve mentorship-related aspects, such as mentoring engagement, individual goals and mentorship policy.
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