Evaluating Approaches Employed by the Ministry of Finance in Tanzania to Enhance the Effectiveness of On-Job Training Programs

Moses Romward Mwageni; Andrew Abia Mushi

doi:10.51867/ajernet.5.4.134

Authors

Moses Romward Mwageni
moses.romward@yahoo.com
Dar es salaam Campus College Mzumbe University, Tanzania
Andrew Abia Mushi Dar es salaam Campus College Mzumbe University, Tanzania

Keywords:

Evaluation, On-the-Job Training, Training, Training Needs Assessment

Abstract

This paper evaluates the approaches employed by the Ministry of Finance in its on-the-job training programs using a qualitative approach. Specifically, the paper intended to; investigate the approaches employed by the Ministry of Finance in the design, implementation, and management of its on-job training initiatives, to assess the extent to which knowledge and skills acquired through OJT programs are successfully applied to employees' daily roles and responsibilities and to examine challenges and barriers faced by the Ministry of Finance in implementing OJT programs. The theory which was adopted in the paper is Human capital theory which suggests that investments in employee training and development can improve their productivity and skills, benefiting both the individual and the organization. The target population for this study was the 550 Ministry of Finance Employees at the headquarter. A case study research design was adopted, with a combination of random and purposive sampling techniques yielding a sample of 55 respondents. Data were collected through questionnaires, interviews, and documentary reviews, and analyzed using both quantitative and content analysis methods. The findings reveal that the Ministry has employed several strategies in designing, implementing, and managing these training programs. These strategies include tailoring training to specific job roles and career paths (90% of respondents), promoting continuous professional development (90% of respondents), offering leadership development programs (85% of respondents), providing performance-based training incentives (85% of respondents), integrating emerging technologies (82% of respondents), fostering cross-departmental collaboration, and promoting diversity and inclusion in training initiatives (75% of respondents). Employees have largely applied the skills and knowledge gained from these trainings; however, their effectiveness is often hindered by challenges such as limited managerial support, lack of time, insufficient feedback and recognition, and inadequate resources. Moreover, the overall effectiveness of the Ministry’s on-the-job training implementation is constrained by factors including time constraints, difficulties in identifying skills gaps, resource limitations, resistance to change, and a lack of training infrastructure. In conclusion, while the Ministry of Finance has demonstrated a commitment to implementing on-the-job training programs, the paper recommends that management should focus on ensuring the allocation of adequate financial resources, conducting effective training needs assessments to accurately identify skills gaps, and hiring more qualified and adequate professional trainers to enhance the effectiveness of these programs.

Dimensions

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