The impact of capacity building training courses on the performance of employees in the Customs Control Authority

Abstract

Abstract

This study sought to clarify training programs in capacity building and their influence on Customs Police Department staff performance. Training courses offered by public and private educational institutions for their employees are among the fundamentals on which the evolution and success of these organizations depend and help to support. These courses also work to develop, enhance, and qualify human resources to work efficiently and effectively, as trained, motivated, and productive human resources are the foundation of the economies of both industrialized and developing nations.

This study is vital because it clarifies the impact of training on building a suitable work environment for Customs Police Department staff. This is accomplished by providing opportunities to acquire knowledge on the equipment and tools required for the job, on one hand, and by increasing the efficiency of employees—or what is referred to as the workforce—at the various administrative levels by subjecting them to a variety of training courses and workshops.

To achieve the study's goal, the focus was on the influence of training courses and workshops on capacity building and improving competencies for Customs Police Department officers. The study also defined the different sorts of training courses and how they affect the various sections within the Customs Police Department.

The study used the descriptive analytical approach, which is the most prevalent and appropriate for social and administrative investigations. Secondary data for the study variables was gathered from books, references, and electronic sources on the subject. The primary data was acquired via a specially created questionnaire, which allowed the researcher to get essential primary data from numerous individuals working at the Customs Police Department's headquarters.

The study revealed no significant association between gender and the employee's training course. However, age, experience, years of service, and work position all influence the number of courses each person receives. The study also found that the present performance evaluation method is ineffective and does not adequately reflect an employee's true performance.

Training and development have become an important need within the Customs Police Department, particularly given the rapid changes in technology, work equipment, and procedures occurring globally today. These tools and processes are no longer basic; they have become sophisticated, requiring a wide range of skills—needs that can only be satisfied with good training. The study also found that staff in the department are always evaluated every year. However, this appraisal occasionally emphasizes the employee's shortcomings while ignoring their strengths. Furthermore, there is no incentive mechanism tied to performance evaluations, and supervisors do not share evaluation results with their staff.

The study concluded with several recommendations, the most essential of which is to determine the training needs of Customs Police Department officers by incorporating them into the process. This method helps to overcome gaps in specific areas while also ensuring a balance between the department's and employees' needs. Furthermore, the department should monitor the training's outcomes and impacts on staff, as well as conduct post-training evaluations to determine its efficacy.

Finally, the study suggested the creation of incentive programs for Customs Police Department staff, which would be tied to employee performance. It also underlined the need to strengthen the department's human resources by training employees in new technologies—particularly artificial intelligence and its workplace applications—in a revolutionary manner that allows the department to provide high-quality services. This would have a direct impact on staff performance by developing better methods and tools for maximizing existing resources. Furthermore, the study advocated for the creation of performance evaluation models inside the department by involving staff in order to construct a complete system.