The study examined the effectiveness of employee training on staff performance of the Uganda Police Force (UPF) in the Kampala Metropolitan Police (KMP/S) in Uganda. It was conducted following three specific objectives: (i) to evaluate the effectiveness of training design on staff performance of UPF in KMP/S; (ii) to assess the effectiveness of training policies on staff performance of UPF in KMP/S; and (iii) to assess the effectiveness of training evaluation on staff performance of UPF in KMP/S. The researcher adopted a cross-sectional research design to determine the effectiveness of the various management practices (training design, training policies, and training evaluation) and staff performance of UPF in KMP/S. A sample of 312 respondents was selected from a total population of 3,129 respondents by using both purposive and simple random sampling techniques. The data collected was edited and entered into the Statistical Package for Social Sciences (SPSS) computer package. Under this package, both Pearson correlation and multiple regression analyses were carried out. The correlation results revealed that: (i) training design has a strong, positive, and statistically significant effect on the staff performance of UPF in KMP/S (r = .594, N = 3129, p < 0.05); (ii) training policies have a strong, positive, and statistically significant effect on staff performance of UPF in KMP/S (r = .635, N = 3129, p < 0.05); and (iii) training evaluation has a strong, positive, and statistically significant effect on staff performance of UPF in KMP/S (r = .531, N = 3129, p < 0.05). On the other hand, multiple regression analysis indicated that training design is the most significant predictor variable for staff performance of UPF in KMP/S. Its effect on staff performance of UPF in KMP/S (R) is 0.635; its effect on the sample is 0.404, while its effect on the total population (Adjusted R Square) is 0.398. The study recommended that UPF management should endeavor to improve its training design process by, among other things, adopting a more participatory mechanism where different section heads are fully integrated into the process. Regular training evaluations should also be carried out, for instance at the end of every training, so that any deviations from the plan can be identified. Efforts should also be geared towards managing training design and intensifying the supervision of the training department, as this would not only provide management with updated information about their training levels but would also identify any performance irregularities so that appropriate action could be taken with matching strategies.

A Dissertation Submitted to Nkumba University in Partial Fulfillment of the Requirements for the Award of the Degree of Master of Arts in Security and Strategic Studies of Nkumba University