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The Impact of Capacity Building on Career Development at Hope University Staff in Mogadishu-Somalia

Received: 17 December 2020     Accepted: 11 January 2021     Published: 25 January 2021
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Abstract

The aim of this article is to determine the impact o capacity building on career development at Hope University staff in Mogadishu-Somalia. Methods: the study area was the staff of Hope University, Mogadishu-Campus. The study was descriptive research with specifically cross-sectional survey using designed questionnaires. The target population was 60 staff, but the researcher made sample size of 48 staff. The data analyzed method was descriptive research with using software SPSS version applied in this study. Result: The table 3 shows that the 48 respondents, capacity building makes positive impact, 20 respondents agreed, while 25 respondents strongly agreed, 1 respondent disagreed and only 2 respondents strongly disagreed. Researcher can say that the 20 agreed 41.7%, while 25 strongly agreed were 52.1%, 1 disagreed 2.1%, and 2 4.2% strongly disagreed. The above table shows that on the job learning and workshop training can lead great impact on employee performance. 19 respondents agreed, while 26 strongly agreed, 2 respondents disagreed and only 1 respondent strongly disagreed. So, 19 agreed were 39.6% while 26 strongly agreed were 54.2%, 2 respondents were disagreed 4.2% and only 1 respondent was 2.1%. The above table shows that respondents of capacity building promote lecturer’s performance and efficiency to deliver effective learning. 21 respondents agreed, while 23 respondents strongly agreed; only 1 respondent disagreed, 1 respondent strongly disagreed and 2 respondents were neutral. So that, 21 respondents agreed were 43.8%, while 23 respondents strongly disagreed were 47.9%, 1 respondent disagreed was 2.1%, 1 respondent strongly disagreed was 2.1% and 2 respondents neutral were 4.2%. The above table also shows that the capacity building enhances university’s goals and performance, 22 respondents agreed, while 19 respondents strongly agreed, only 2 respondents disagreed, also 2 respondents strongly disagreed and 3 respondents were neutral. Mean that, 22 respondents agreed were 45.8%, while 19 respondents strongly agreed were 39.6%, 2 respondents disagreed were 4.2, 2 respondents disagreed were 4.2% and 3 respondents neutral were 6.3%. Recommendations: The researcher recommends that the university keeps usage adjustment to the trainings or seminars to increase career development. The researcher recommends that the university also keeps employee motivation to increase performance level and quality level. Education and training programs to build up employee’s capability, skills and enhance effective performance as well as continuous career development.

Published in Research & Development (Volume 2, Issue 1)
DOI 10.11648/j.rd.20210201.12
Page(s) 8-13
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2021. Published by Science Publishing Group

Keywords

Capacity Building, Career Development, Employees, Mogadishu, Somalia

References
[1] Lussier, R. (2011). Management fundamentals: Concepts, applications, skill development. Boston, MA: Cengage Learning.
[2] Wassem, M., Baig, S. A., Abrar, M., Hashim, M., Zia-Ur-Rehman, M., Awan, U., & Nawab, Y. (2019). Impact of capacity building and managerial support on employees’ performance: The moderating role of employees’ retention. SAGE Open, 9 (3), 2158244019859957.
[3] Yamoah, E. E., Maiyo, P. (2013). Capacity building and employee performance. Canadian Social Science, 9 (3), 42-45.
[4] Saleem, S., Amin, S. (2013). The impact of organizational support for career development and supervisory support on employee performance: An empirical study from Pakistani academic sector. European Journal of Business and Management, 5, 194-207.
[5] Nassazi, A. (2013). EFFECTS OF TRAINING ON EMPLOYEE PERFORMANCE.: Evidence from Uganda.
[6] Kathombe, M. W. (2018). Reward management strategies on employee performance in selected universities in Nakuru County, Kenya (Doctoral dissertation, Egerton University).
[7] Rwothumio, J., Mbirithi, D. M., & Itolondo, W. (2020). Role of Financial Rewards in Enhancing Academic Staff Performance in Public Universities in Uganda. East African Journal of Interdisciplinary Studies, 2 (1), 207-223.
[8] Vare, P., Arro, G., De Hamer, A., Del Gobbo, G., De Vries, G., Farioli, F.,... & Zachariou, A. (2019). Devising a competence-based training program for educators of sustainable development: Lessons learned. Sustainability, 11 (7), 1890.
[9] Leal Filho, W., Levesque, V. R., Salvia, A. L., Paço, A., Fritzen, B., Frankenberger, F.,... & Lovren, V. O. (2020). University teaching staff and sustainable development: an assessment of competences. Sustainability Science, 1-16.
[10] Tangney, S., & Flay-Petty, C. (2019). Developing early to mid-career academic staff in a changing university environment. All Ireland Journal of Higher Education, 11 (1).
[11] Winarno, A., & Hermana, D. (2019). COMMITMENT, WORK ENGAGEMENT, AND RESEARCH PERFORMANCE OF LECTURERS, IN INDONESIA PRIVATE UNIVERSITIES. MOJEM: Malaysian Online Journal of Educational Management, 7 (4), 45-63.
[12] Rahman, A., & Syahrizal, S. (2019, April). Effect of Compensation and Career Development on Turnover Intention: Job Satisfaction as a Mediation Variable. In 2nd Padang International Conference on Education, Economics, Business and Accounting (PICEEBA-2 2018). Atlantis Press.
[13] Susita, D., Saptono, A., Susono, J., & Rahim, A. (2020). The Effect of Career Development and Work Environment on Employee Loyalty with Work Satisfaction as Intervening Variables. The International Journal of Social Sciences World (TIJOSSW), 2 (2), 20-31.
[14] Abu, A. H. (2020). Motivation of university lecturers and quality at work. Vector European, (2), 103-108.
[15] Macaraeg, L. F., & Cocal, C. J. (2020). Effectiveness of Competency-Based Capacity Building of Technical Vocational Teachers in Pangasinan. Southeast Asian Journal of Science and Technology, 5 (1).
[16] Fletcher, L., Alfes, K., Robinson, D. (2018). The relationship between perceived training and development and employee retention: The mediating role of work attitudes. The International Journal of Human Resource Management, 29, 2701-2728.
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  • APA Style

    Mohamed Dahir Ali. (2021). The Impact of Capacity Building on Career Development at Hope University Staff in Mogadishu-Somalia. Research & Development, 2(1), 8-13. https://doi.org/10.11648/j.rd.20210201.12

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    ACS Style

    Mohamed Dahir Ali. The Impact of Capacity Building on Career Development at Hope University Staff in Mogadishu-Somalia. Res. Dev. 2021, 2(1), 8-13. doi: 10.11648/j.rd.20210201.12

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    AMA Style

    Mohamed Dahir Ali. The Impact of Capacity Building on Career Development at Hope University Staff in Mogadishu-Somalia. Res Dev. 2021;2(1):8-13. doi: 10.11648/j.rd.20210201.12

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  • @article{10.11648/j.rd.20210201.12,
      author = {Mohamed Dahir Ali},
      title = {The Impact of Capacity Building on Career Development at Hope University Staff in Mogadishu-Somalia},
      journal = {Research & Development},
      volume = {2},
      number = {1},
      pages = {8-13},
      doi = {10.11648/j.rd.20210201.12},
      url = {https://doi.org/10.11648/j.rd.20210201.12},
      eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.rd.20210201.12},
      abstract = {The aim of this article is to determine the impact o capacity building on career development at Hope University staff in Mogadishu-Somalia. Methods: the study area was the staff of Hope University, Mogadishu-Campus. The study was descriptive research with specifically cross-sectional survey using designed questionnaires. The target population was 60 staff, but the researcher made sample size of 48 staff. The data analyzed method was descriptive research with using software SPSS version applied in this study. Result: The table 3 shows that the 48 respondents, capacity building makes positive impact, 20 respondents agreed, while 25 respondents strongly agreed, 1 respondent disagreed and only 2 respondents strongly disagreed. Researcher can say that the 20 agreed 41.7%, while 25 strongly agreed were 52.1%, 1 disagreed 2.1%, and 2 4.2% strongly disagreed. The above table shows that on the job learning and workshop training can lead great impact on employee performance. 19 respondents agreed, while 26 strongly agreed, 2 respondents disagreed and only 1 respondent strongly disagreed. So, 19 agreed were 39.6% while 26 strongly agreed were 54.2%, 2 respondents were disagreed 4.2% and only 1 respondent was 2.1%. The above table shows that respondents of capacity building promote lecturer’s performance and efficiency to deliver effective learning. 21 respondents agreed, while 23 respondents strongly agreed; only 1 respondent disagreed, 1 respondent strongly disagreed and 2 respondents were neutral. So that, 21 respondents agreed were 43.8%, while 23 respondents strongly disagreed were 47.9%, 1 respondent disagreed was 2.1%, 1 respondent strongly disagreed was 2.1% and 2 respondents neutral were 4.2%. The above table also shows that the capacity building enhances university’s goals and performance, 22 respondents agreed, while 19 respondents strongly agreed, only 2 respondents disagreed, also 2 respondents strongly disagreed and 3 respondents were neutral. Mean that, 22 respondents agreed were 45.8%, while 19 respondents strongly agreed were 39.6%, 2 respondents disagreed were 4.2, 2 respondents disagreed were 4.2% and 3 respondents neutral were 6.3%. Recommendations: The researcher recommends that the university keeps usage adjustment to the trainings or seminars to increase career development. The researcher recommends that the university also keeps employee motivation to increase performance level and quality level. Education and training programs to build up employee’s capability, skills and enhance effective performance as well as continuous career development.},
     year = {2021}
    }
    

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  • TY  - JOUR
    T1  - The Impact of Capacity Building on Career Development at Hope University Staff in Mogadishu-Somalia
    AU  - Mohamed Dahir Ali
    Y1  - 2021/01/25
    PY  - 2021
    N1  - https://doi.org/10.11648/j.rd.20210201.12
    DO  - 10.11648/j.rd.20210201.12
    T2  - Research & Development
    JF  - Research & Development
    JO  - Research & Development
    SP  - 8
    EP  - 13
    PB  - Science Publishing Group
    SN  - 2994-7057
    UR  - https://doi.org/10.11648/j.rd.20210201.12
    AB  - The aim of this article is to determine the impact o capacity building on career development at Hope University staff in Mogadishu-Somalia. Methods: the study area was the staff of Hope University, Mogadishu-Campus. The study was descriptive research with specifically cross-sectional survey using designed questionnaires. The target population was 60 staff, but the researcher made sample size of 48 staff. The data analyzed method was descriptive research with using software SPSS version applied in this study. Result: The table 3 shows that the 48 respondents, capacity building makes positive impact, 20 respondents agreed, while 25 respondents strongly agreed, 1 respondent disagreed and only 2 respondents strongly disagreed. Researcher can say that the 20 agreed 41.7%, while 25 strongly agreed were 52.1%, 1 disagreed 2.1%, and 2 4.2% strongly disagreed. The above table shows that on the job learning and workshop training can lead great impact on employee performance. 19 respondents agreed, while 26 strongly agreed, 2 respondents disagreed and only 1 respondent strongly disagreed. So, 19 agreed were 39.6% while 26 strongly agreed were 54.2%, 2 respondents were disagreed 4.2% and only 1 respondent was 2.1%. The above table shows that respondents of capacity building promote lecturer’s performance and efficiency to deliver effective learning. 21 respondents agreed, while 23 respondents strongly agreed; only 1 respondent disagreed, 1 respondent strongly disagreed and 2 respondents were neutral. So that, 21 respondents agreed were 43.8%, while 23 respondents strongly disagreed were 47.9%, 1 respondent disagreed was 2.1%, 1 respondent strongly disagreed was 2.1% and 2 respondents neutral were 4.2%. The above table also shows that the capacity building enhances university’s goals and performance, 22 respondents agreed, while 19 respondents strongly agreed, only 2 respondents disagreed, also 2 respondents strongly disagreed and 3 respondents were neutral. Mean that, 22 respondents agreed were 45.8%, while 19 respondents strongly agreed were 39.6%, 2 respondents disagreed were 4.2, 2 respondents disagreed were 4.2% and 3 respondents neutral were 6.3%. Recommendations: The researcher recommends that the university keeps usage adjustment to the trainings or seminars to increase career development. The researcher recommends that the university also keeps employee motivation to increase performance level and quality level. Education and training programs to build up employee’s capability, skills and enhance effective performance as well as continuous career development.
    VL  - 2
    IS  - 1
    ER  - 

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Author Information
  • Department of Human Resource Management, Faculty of Business Administration, Hope University, Mogadishu, Somalia

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