Role of employees’ development programs in talent enhancement at the institute of judicial administration, Tanzania

The purpose of this study was to assess the role of employees’ development programs in talent enhancement. Specifically, this study was featured by three specific objectives, which were to identify types of development programs available for enhancing talents at the Institute of Judicial Administration (IJA), to find out the impacts of employees’ development programs in talent enhancement, and to determine the challenges facing IJA in implementing available employees’ development programs. This study followed interpretivism philosophy using a qualitative paradigm and a case study as the design of this study. Theoretically, this study was informed by human capital theory, which is based on the development of human resources in the organization. The study gathered primary data through in-depth interviews with five (5) participants and through focus group discussion (FGD) with forty-five (45) participants. But also, this study used secondary data, which was obtained through documentary review, to enhance the findings. For analysis and presentation of data, this study used a thematic approach to analyze the findings and present the results. The results of the findings revealed that employees’ development programs, such as training programs, workshop programs, job rotation programs, delegation programs, and seminar programs, which are available at IJA, enhance talents. But also, it was found that the implementation of these programs has been revealed to have the following impacts: helping employees to get new ideas of performing their tasks in a better way, increasing innovation, increasing employees’ satisfaction, helping to prepare talented individuals for future roles in the organization, and boosting employees’ performance. However, despite enhancing talent, these development programs face challenges like financial constraints, poor employee ’engagement, and top-level leaders’ preferences. This study recommended that for effective implementation of development programs, IJA should allocate more funds to development programs during the budget preparation, IJA should involve employees at all stages of planning about development programs to avoid low engagement of individuals, and it was recommended that IJA management should follow the development plan and policies when implementing development programs instead of relying on individual preferences.