Contribution of Induction Training in Enhancing Performance of New Employees at TARURA and DART in Tanzania

Abstract

This paper examined the contribution of induction training to enhancing the performance of new employees in the public sector of Tanzania. The study was guided by Social Identity Theory, which emphasizes the importance of self-concept derived from group membership. Three dimensions of induction training—building self-identity, developing job engagement, and fostering social integration—were explored to determine their impact on new employee performance in two public offices, namely Tanzania Rural and Urban Roads Agency (TARURA) and Dar es Salaam Rapid Transit (DART) in Dar es Salaam City. A cross-sectional research design was adopted, targeting a population of management and subordinate employees within these offices. A sample of 8 management employees and 40 subordinate employees was selected using a simple random sampling method. Qualitative data were collected through interviews, while quantitative data were gathered via survey questionnaires. The data were analyzed using content analysis for qualitative responses and descriptive statistics, alongside Spearman’s correlation analysis, for quantitative data. The findings revealed that both self-identity and job engagement contributed positively to enhancing job performance among new employees at TARURA and DART, though the contribution was modest. Social integration, however, was found to have a significant positive impact on job performance. The study concluded that induction training is crucial for helping new employees build self-identity, develop job engagement, and achieve social integration, which collectively enhance organizational performance. It is recommended that the management of TARURA and DART should focus their induction training programs on these dimensions to optimize new employees' contributions to organizational success.