The Mediating Effect of Organizational Culture on the Relationship between Continuous Training and Organizational Performance: Case of the Burundian Central Public Administration

The aim of this study was firstly to analyze the effect of continuous training on organizational performance and secondly to analyze the mediating effect of organizational culture in the relationship between continuous training and organizational performance. To the best of our knowledge, a work of this kind does not exist here in Burundi, in particular in the public sector. To this end, with reference to Denison's organizational culture model, a questionnaire was drawn up and distributed to the members of staff of two pilot central ministerial administrations: The Ministry of Public Service, Labor, and Employment (MPSLE) and the Ministry of National Solidarity, Social Affairs, Human Rights, and Gender (MNSSAHRG). The data was collected and processed by about 101 employees of these institutions. For analysis purposes, this work uses the correlation coefficient method based on the Chi-square statistic and the multiple linear regression analysis. And the significance of the indirect effect was analyzed using the Sobel test and the bootstrapping method using the Hayes SPSS Macro Process model 4.2. The results show that continuous training positively improves organizational performance. However, these results once again show that although, theoretically, continuous training is widely considered a fundamental element of organizational performance, its impact is most often manifested in budget reporting and consumption. Moreover, the quality of organizational culture should be constantly refined, as it plays a mediating role in the relationship between continuous training and organizational performance in the two central ministerial institutions studied.