The study sought to unravel how induction programmes impact on employee performance in accordance with postulations by scholars such as Meyer (2009). The research used a correlational and analytical research design to collect data from a sample of 152 that was arrived at using random sampling techniques. The study reported a strong positive relationship between knowledge development and employee performance in Rakai Health Sciences Program with a correlation coefficient of r =0.824 at significance level p=0.000<0.01. This means that a unit increase in knowledge development caused 0.824 or 82.4% unit increase in employees’ performance. For this case, the Adjusted R square of 0.721 indicates that knowledge development contributes 72.1% on employee performance and that 27.9% is explained by other factors such as organizational politics. There was also a strong positive relationship between organization culture and employee performance in Rakai Health Sciences Program with a correlation coefficient of r=0.779 at significance level p=0.00<0.01. This means that a unit increase in organization culture caused a 0.779 or a 77.9% unit increase in employee performance. For this case, the Adjusted R square of 0.731 indicates that cultural induction contributes 73.1% on Employee performance this means that 26.9% is explained by other factors.

Furthermore, the study revealed that there was a positive relationship between procedures and legal compliance and employee performance with a correlation coefficient of r=0.262 atsignificance level p=0.01.This implies that a unit increase in procedures and legal compliance causes a 0.262 or 26.2% unit increase in employees’ performance. For this case, the Adjusted R square of 0.060 indicates that procedures and legal compliance contribute 6.0% on employee performance and that 94% is explained by other factors. Therefore, the study recommends that induction programs should be well designed and implemented before employees are placed in their departments or sections.