The influence of e-training and development on the HR performance of Tanzania local government authorities (LGAs)

Anna Majwala; Idda Lyatonga Swai; Anna Linje; Mackfallen G. Anasel

doi:10.51867/ajernet.7.1.27

Authors

Anna Majwala
annamajwala@gmail.com
Mzumbe University, Tanzania
Idda Lyatonga Swai Mzumbe University, Tanzania https://orcid.org/0000-0003-4027-1668
Anna Linje Mzumbe University, Tanzania https://orcid.org/0000-0003-1990-3309
Mackfallen G. Anasel Mzumbe University, Tanzania https://orcid.org/0000-0002-3020-1108

Keywords:

Digital Skills, Electronic Training, HR Performance, HR Information Systems, Local Government Authorities

Abstract

The rapid advancement of digital Human Resource Information Systems (HRIS) has transformed training and development activities in public institutions by integrating e-Training components such as Electronic Human Resource Skills Inventory (HRSI), Track and Administer Intervention (TAI), and Recording of Training Expenses (RTE). These systems aim to enhance employee competencies, streamline human resource operations, and improve overall organizational performance. While global studies have shown that e-training effectively supports workforce development, its adoption in Africa, particularly in Tanzania, faces challenges including inadequate infrastructure, low levels of digital literacy, and partial utilization of HRIS applications. Resource-Based View (RBV) theory and Human Capital Theory guided this research. This study employed a mixed-methods research approach to empirically examine the effects of HRSI, TAI, and RTE on human resource performance across 43 Local Government Authorities (LGAs) in Tanzania. Quantitative data were collected from 200 human resource and administrative officers using structured questionnaires and analyzed through descriptive statistics and multiple regression techniques. In addition, qualitative data were obtained through in-depth interviews and analyzed thematically. The findings indicate that all three e-training components positively influence HR performance, with RTE having the strongest effect, followed by HRSI and TAI. Qualitative results further reveal improvements in skills identification, monitoring processes, and financial accountability, leading to greater transparency. The study concludes that e-training components serve as strategic tools for workforce development and service delivery within Tanzanian LGAs. Consequently, the study emphasizes the need to prioritize strategic interventions to enhance the effectiveness of these e-training elements.

Dimensions

REFERENCES

Akpoviroro, K. S. (2022). Moderating influence of e-learning on employee training and development (A study of Kwara State University Nigeria). Socio Economic Challenges, 6(2), 83-93. https://doi.org/10.21272/sec.6(2).83-93.2022 DOI: https://doi.org/10.21272/sec.6(2).83-93.2022

Assensoh-Kodua, A. (2019). The resource-based view: A tool of key competency for competitive advantage. Problems and Perspectives in Management, 17(3), 143-152. https://doi.org/10.21511/ppm.17(3).2019.12 DOI: https://doi.org/10.21511/ppm.17(3).2019.12

Balogun, J. E., & Enemuo, C. F. (2022). The role of e-training on human resource management staff of management development training institutions. NDA Journal of Management Sciences Research, 2(2), 123-130. https://www.researchgate.net/publication/37219037

Baran, M. L. (2022). Mixed methods research design. In Research Anthology on Innovative Research Methodologies and Utilization Across Multiple Disciplines (pp. 312-333). IGI Global. https://doi.org/10.4018/978-1-6684-3881-7.ch017 DOI: https://doi.org/10.4018/978-1-6684-3881-7.ch017

Barney, J. B. (2001). Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view. Journal of Management, 27(6), 643-650. https://doi.org/10.1177/014920630102700602 DOI: https://doi.org/10.1177/014920630102700602

Bhandari, P. (2021, October 18). Ethical considerations in research: Types & examples. Scribbr. https://www.scribbr.com/methodology/research-ethics/

Brand, G., Sheers, C., Wise, S., Seubert, L., Clifford, R., Griffiths, P., & Etherton-Beer, C. (2021). A research approach for co-designing education with healthcare consumers. Medical Education, 55(5), 574-581. https://doi.org/10.1111/medu.14411 DOI: https://doi.org/10.1111/medu.14411

Demir, S. B., & Pismek, N. (2018). A convergent parallel mixed-methods study of controversial issues in social studies classes: A clash of ideologies. Educational Sciences: Theory and Practice, 18(1), 119-149.

Gange, V., & Barongo, F. (2024). The effects of training on employee performance: A case of Tanzania Police Headquarters. African Journal of Empirical Research, 5(4), 216-225. https://doi.org/10.51867/ajernet.5.4.18 DOI: https://doi.org/10.51867/ajernet.5.4.18

Islam, Q. (2023). Impact of e-training and development on job performance with reference to Arab countries. Empirical Economics Letters, 21(11), 146-158. https://doi.org/10.5281/zenodo.7757740

Kaushik, V., & Walsh, C. A. (2019). Pragmatism as a research paradigm and its implications for social work research. Social Sciences, 8(9), 255. https://doi.org/10.3390/socsci8090255 DOI: https://doi.org/10.3390/socsci8090255

Kawina, B. (2024). Effect of human resource technology on implementation of human resource practices in Tanzania public sector (Master's dissertation). The Open University of Tanzania.

Kyebyala, E. E., & Rutenge, M. M. (2024). Factors affecting the adoption of e-HRM practices in public service organizations in Tanzania: A case study of the Tanzania Judicial Service Commission Headquarters. African Journal of Empirical Research, 5(4), 25-34. https://doi.org/10.51867/ajernet.5.4.3 DOI: https://doi.org/10.51867/ajernet.5.4.3

Lubis, N. W. (2022). Resource based view (RBV) in improving company strategic capacity. Research Horizon, 2(6), 587-596. https://doi.org/10.54518/rh.2.6.2022.587-596 DOI: https://doi.org/10.54518/rh.2.6.2022.587-596

Mahamoud, A. (2021). Impact of human capital management information system on organisation performance in Tanzania (Master's dissertation). The Open University of Tanzania.

Morgan, D. L. (2014). Pragmatism as a paradigm for social research. Qualitative Inquiry, 20(8), 1045-1053. https://doi.org/10.1177/1077800413513733 DOI: https://doi.org/10.1177/1077800413513733

Mseven, N. (2023). Examining human resources information systems on the performance of banks: A case study of National Micro-Finance Bank (Master's dissertation). The Open University of Tanzania.

Mutio, M. C., & Samuel, W. (2022). Effect of human resource information systems on employee performance in independent commissions in Kenya. Journal of Human Resource Management, 5(2), 137-152. https://grandmarkpublishers.com/journals/278

Mwamakula, G. H. (2024). Effect of training and development on social security funds employee's performance (Master's dissertation). The Open University of Tanzania.

Nadezhina, O., & Avduevskaia, E. (2021, September). Genesis of human capital theory in the context of digitalization. In European Conference on Knowledge Management (pp. 577-584). Academic Conferences International Limited.

Nafukho, F. M., Hairston, N., & Brooks, K. (2004). Human capital theory: Implications for human resource development. Human Resource Development International, 7(4), 545-551. https://doi.org/10.1080/1367886042000299843 DOI: https://doi.org/10.1080/1367886042000299843

Okanda, S. M., & Makhamara, F. H. (2023). E-training and development systems and performance of Quickmart Supermarkets in Nairobi City County Kenya. The Strategic Journal of Business & Change Management, 10(4), 1032-1044. http://dx.doi.org/10.61426/sjbcm.v10i4.2803 DOI: https://doi.org/10.61426/sjbcm.v10i4.2803

Rengkung, L. R. (2015). Keuntungan kompetitif organisasi dalam perpsektif resources based view (RBV). Agri-Sosioekonomi, 11(2A), 1-12. https://doi.org/10.35791/agrsosek.11.2A.2015.9447 DOI: https://doi.org/10.35791/agrsosek.11.2A.2015.9447

Ronkoine, P. S., Nzioki, S., & Kiama, M. (2024). Effect of e-recruitment on employee performance: A case of Kajiado County Government. Human Resource and Leadership, 4(2), 48-57. https://doi.org/10.70619/vol4iss2pp48-57 DOI: https://doi.org/10.70619/vol4iss2pp48-57