Effect of Employees Training on Employee Performance in Manufacturing Companies in Rwanda. A Case of Sulfo Rwanda Industries Ltd

Along with money, machinery, and materials, human resources are an organization's most precious possession. Training, therefore, is the process by which workers acquire the information, abilities, and dispositions necessary to carry out their jobs well. The study aimed at examining the effect of training on employee-performance in manufacturing companies in Rwanda. A case of Sulfo-Rwanda-Industries Ltd. Specifically, the study was driven by the following objectives; to determine the effect of training need assessment on the employee-performance in Sulfo-Rwanda-Industries Ltd, to ascertain the extent to which training delivery style affect employee-performance at Sulfo-Rwanda-Industries Ltd and establish the effect of training evaluation on employee-performance at Sulfo-Rwanda-Industries Ltd and. This study used three theories such as human capital theory, resource-based view theory and Universalist Theory. The study used survey research design such as descriptive research design based on both qualitative and quantitative. To appreciate the objectives of this study, the research targeted 142 staff from Sulfo-Rwanda-Industries. The study used census sampling procedure, which involves the use of the entire target population of 142 employees from Sulfo-Rwanda Industries which becomes the sample size. The collected data analyzed using descriptive statistics, correlation, and regression analysis through the statistical package for social science (SPSS) version 21. Based on the findings of the study, recommendations made at end of this study. The coefficient of multiple determination (R-squared) is 0.671, signifying that approximately 67.1% of the variability in the dependent variable (employee-performance) is explained by the combination of these predictors. This indicates a strong correlation between the predictors and the dependent variable. One-unit increase in Training Need Assessment is associated with a 0.257-unit increase in employee-performance at Sulfo-Rwanda-Industries Ltd (β=0.257, t= 3.050, p=0.003). Similarly, for Training Delivery Approaches, the unstandardized coefficient is 0.383, indicating that a one-unit increase in Training Delivery Approaches is associated with a 0.383-unit increase in employee-performance at Sulfo-Rwanda-Industries Ltd (β=0.383, t= 4.840, p=0.000). Finally, for Training Evaluation, the unstandardized coefficient is 0.253, signifying that a one-unit increase in Training Evaluation is associated with a 0.253-unit increase in employee-performance at Sulfo-Rwanda-Industries Ltd (β=0.257, t= 3.214, p=0.002). All coefficients are statistically significant with p-values less than 0.05, indicating their meaningful contribution to predicting employee-performance at Sulfo-Rwanda-Industries Ltd. Sulfo-Rwanda-Industries should enhance communication channels for comprehensive training need assessments, adapting them to evolving organizational goals. Sulfo-Rwanda-Industries is recommended to Customize learning paths tailored to diverse learning, encourage continuous feedback and aligning training evaluation metrics with organizational goals.