MAdmin / Department of Public and Development Administration / While globalization has created new opportunities for economic and social progress, it has also brought some costs such as the reduction of employee training programmes in the developing world and in private companies. As a result, poor employee job performance and failure to retain employees have become the norm in companies. This study explored the influence of employee training on employee job performance and employee retention in the Zimbabwean private sector. The study was quantitative in nature and it was conducted in two private sister companies namely Annualvest and Vast Africa. Stratified random sampling was used to choose the sample. A self-administered questionnaire was used to collect data. This questionnaire comprised of four sections which measured the biographical data of the participants, employee training, job performance and retention. The training instrument was used to measure training and the individual work performance instrument (IWPQ 1, 0) was used to measure employee job performance. The turn-over intention instrument was used to measure employee retention. A statistical Software Package for Social Science (IBM- SPSS-2015) version 23 was used to analyse data. To establish the relationship between the research variables, the Spearman product moment correlation coefficient was used. Linear multiple regression analysis was performed to determine which dependent variable between job performance and employee retention is mostly affected by the independent variable (employee training). The study concluded that employee training has an influence on employee job performance and employee retention. However, a look at the different sub-scales of training shows that the availability of training proved to be the biggest predictor of job performance and employee retention of employees as compared to supervisor support and co-worker support on training. The study recommends that organisations should consider finding more resources to boost employee training. Policies must be put in place to encourage supervisor support and co-worker support on training.

Leadership style builds up the organizational culture while the organizational culture develops the leader ship style. The great organizational culture and fit leadership style for business environment and future development can improve employee job efficiency and encourage employees put efforts to achieve the organization goal. In this study, we would like to understand the relationship between leadership style, organizational culture, personal characteristics and performance to provide some suggestions for organization on consideration of employee performance improvement. The analysis result of this study states as follows: 1.Manager leadership has positive influence to organizational culture. The result implies that the transformational leadership has strongest influence on organizational culture development while transactional leadership is associated with hierarchy culture and market culture. 2.Organizational culture has positive influence to employee job performance. The result indicates the adhocracy culture has the strongest influence on contextual performance while hierarchy culture has the strongest influence on task performance. 3.The manager leadership style has positive influence to employee job performance. The result suggests that the transformational leadership has stronger influence on contextual performance then transactional leadership. 4.Organizational culture has mediating effect on the relationship between the manager leadership style and job performance. The result states that the adhocracy and hierarchy culture have absolute mediating effect on the relationship between transformational leadership and job performance. 5Personal characteristics have positive influence to job performance. The result indicates that employees with the internal locus of control have higher job performance. 6.Personal characteristics have no moderating effect on the relationship between manager leadership style and job performance. 7.The analysis result of respondents¡¦ background variables shows that the employees¡¦ position influences the job performance and the managers¡¦ tenure influences the transformational leadership which indicates the longer the managers stay in the organization, the stronger influence shows on the association with transformation leadership. 8.The industrial analyses implies that employees who work under transformational leadership with hierarchy culture in digital industries , under transformational leadership with adhocracy culture in other industries and under transactional leadership with adhocracy culture in other industries have higher job performance.

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