i
HUMAN RESOURCE PRACTICES AND EMPLOYEE PERFORMANCE AT
KAMPALA INTERNATIONAL UNIVERSITY, KAMPALA, UGANDA.
By
MUSIMENTA PATIENCE
1162-05026-05311
MBA-MGT
A RESEARCH REPORT SUBMITTED TO THE COLLEGE OF ECONOMICS AND
MANAGEMENT IN FRACTIONAL COMPLETION OF THE NECESSITIES
AIMED AT THE HONOUR OF THE MASTER’S DEGREE IN BUSINESS
ADMINISTRATION OF KAMPALA INTERNATIONAL
UNIVERSITY
APRIL 2019
i
DECLARATION
I, Musimenta Patience, do hereby assert that the work in this material form with the
exception of acknowledged references, citations and ideas, is my original work. To the
best of my knowledge it has never been submitted by any student of this University or
any other institution of learning or anywhere, in any form, for a Master’s Degree award
or otherwise.
Signature: ___________________________ Date: _______________
ii
APPROVAL
I approve that the study report was done by Ms. Musimenta Patience is an authentic
work carried out by her under my supervision and is hereby forwarded for examination.
Signature…………………………………
Date…………………………….
Dr. Olutayo K. Osunsan
iii
DEDICATION
To my parents who sustained me from end to end in my education career and Hajji
Hassan Basajjabalaba who offered me this scholarship.
iv
ACKNOWLEDGEMENT
I thank everyone who helped me in completing this report and in my studies as a
whole. First of all, I would like better to express gratitude to the Great God for crafting
it possible for me to finish this report. Furthermore, I am grateful to my supervisor Dr.
Olutayo K. Osunsan for his input and support he rendered during this research report.
His motivational comments helped in the progress of this report. Additionally, I am
grateful for Kampala international University for providing me with the necessary
Information and the originators of the work that I used in this study. Finally, in a special
way I would like to recognise the Chairman Board of Directors Hajji Hassan
Basajjabalaba who offered me this scholarship, may God continue to bless the work of
his hands.
v
TABLE OF CONTENTS
DECLARATION ........................................................................................................ i
APPROVAL ............................................................................................................. ii
DEDICATION ........................................................................................................ iii
ACKNOWLEDGEMENT ........................................................................................... iv
TABLE OF CONTENTS ............................................................................................ v
LIST OF TABLES ................................................................................................... ix
LIST OF FIGURES .................................................................................................. x
LIST OF ACRONYMS .............................................................................................. xi
ABSTRACT ........................................................................................................... xii
CHAPTER ONE ....................................................................................................... 1
INTRODUCTION .................................................................................................... 1
1.0 Introduction ..................................................................................................... 1
1.1.1 Historical perspective ..................................................................................... 1
1.1.2 Theoretical perspective .................................................................................. 3
1.1.3 Conceptual perspective .................................................................................. 5
1.1.4 Contextual perspective .................................................................................. 6
1.2 Statement of the problem ................................................................................. 7
1.3 Purpose of the study ........................................................................................ 8
1.4 Research objectives .......................................................................................... 8
1.5 Research questions .......................................................................................... 8
1.6 Null hypotheses ............................................................................................... 9
1.7 Scope of the study ........................................................................................... 9
1.7.1 Geographical scope ....................................................................................... 9
1.7.2 Content Scope ............................................................................................. 10
1.7.3 Time scope ................................................................................................. 10
1.8 Significance of the study ................................................................................. 10
1.9 Operational definition of key terms .................................................................. 11
CHAPTER TWO .................................................................................................... 13
LITERATURE REVIEW........................................................................................... 13
vi
2.0 Introduction ................................................................................................... 13
2.1 Theoretical review .......................................................................................... 13
2.1.1 Human capital theory .................................................................................. 13
2.1.2 Resource based theory ................................................................................ 14
2.2 Concept of human resource practices .............................................................. 15
2.3 Conceptual framework .................................................................................... 16
2.3.1 Human resources planning ........................................................................... 17
2.3.2 Recruitment and selection ............................................................................ 17
2.3.3 Compensation ............................................................................................. 18
2.3.4 Training and development ........................................................................... 19
2.3.5 Performance appraisal ................................................................................. 20
2.4 Employee performance ................................................................................... 21
2.5 Empirical literature review............................................................................... 22
2.5.1 Effect of human resource planning on employee performance ........................ 22
2.5.2 Effect of recruitment and selection on employee performance ........................ 22
2.5.3 Effect of compensation on employee performance ......................................... 23
2.5.4 Effect of training and development on employee performance ....................... 24
2.5.5 Effect of performance appraisal on employee performance ............................ 25
2.6 Effect of human resource practices on employee performance .......................... 26
2.7 Research gaps ............................................................................................... 27
CHAPTER THREE ................................................................................................. 28
METHODOLOGY ................................................................................................... 28
3.0 Introduction ................................................................................................... 28
3.1 Research design ............................................................................................. 28
3.2 Target population ........................................................................................... 29
3.3 Sample size ................................................................................................... 29
3.4 Sampling techniques ...................................................................................... 31
3.5 Data collection instruments ............................................................................. 31
3.5.1 Questionnaires ............................................................................................ 31
3.6 Validity and reliability of the instrument ........................................................... 32
3.6.1 Validity ....................................................................................................... 32
vii
3.6.2 Reliability .................................................................................................... 32
3.7 Data gathering procedures.............................................................................. 33
3.7.1 Before data gathering .................................................................................. 33
3.7.2 During data gathering .................................................................................. 33
3.7.3 After data gathering .................................................................................... 33
3.8 Data analysis ................................................................................................. 33
3.9 Ethical considerations ..................................................................................... 35
3.10 Limitations of the study ................................................................................ 35
CHAPTER FOUR ................................................................................................... 36
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA ................................ 36
4.0 Introduction ................................................................................................... 36
4.1 Response rate ................................................................................................ 36
4.2 Respondents’ bio data .................................................................................... 37
4.3 Descriptive statistics on research variables ....................................................... 40
4.3.1 Human resource practices descriptive statistics ............................................. 41
4.3.2 Descriptive statistics on employee performance ............................................. 45
4.4 Linear regression assumptions testing ............................................................. 47
4.4.1 Assumption of linear relationship .................................................................. 47
4.4.2 Independent errors assumption .................................................................... 48
4.4.2 Assumption of multivariate normality ............................................................ 49
4.4.3 Assumption of no or little multicollinearity ..................................................... 50
4.5.1 Effect of human resource planning on employee performance of Kampala
International University ........................................................................................ 51
4.5.2 Effect of recruitment and selection on employee performance of Kampala
International University ........................................................................................ 53
4.5.3 Effect of compensation on employee performance of Kampala International
University ............................................................................................................ 55
4.5.4 Effect of training and development on employee performance of Kampala
International University ........................................................................................ 57
4.5.5 Effect of performance appraisal on employee performance of Kampala
International University ........................................................................................ 59
4.5.6 Multiple regression analysis for human resource practices and employee
performance of Kampala International University ................................................... 62
viii
CHAPTER FIVE ..................................................................................................... 64
DISCUSSION OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS .................. 64
5.0 Introduction ................................................................................................... 64
5.1 Discussion of findings ..................................................................................... 65
5.1.1 Effect of human resource planning on employee performance of Kampala
International University ........................................................................................ 65
5.1.2 Effect of recruitment and selection on employee performance of Kampala
International University ........................................................................................ 65
5.1.3 Effect of compensation on employee performance of Kampala International
University ............................................................................................................ 66
5.1.4 Effect of training and development on employee performance of Kampala
International University ........................................................................................ 67
5.1.5 Effect of performance appraisal on employee performance of Kampala
International University ........................................................................................ 68
5.2 Conclusions of the study ................................................................................. 69
5.3 Recommendations .......................................................................................... 70
5.4 Contribution to knowledge .............................................................................. 72
5.5 Areas for future research ................................................................................ 72
REFERENCES ....................................................................................................... 73
APPENDICES ....................................................................................................... 86
APPENDIX I:QUESTIONNAIRE .............................................................................. 86
APPENDIX II:FIELD ATTACHMENT LETTER ............................................................ 91
APPENDIX III:HUMAN RESOURCE PRACTICES DESCRIPTIVE STATISTICS ............... 92
ix
LIST OF TABLES
Table 3.1: Sample size distribution ........................................................................ 30
Table 3.2: Reliability statistics ............................................................................... 33
Table 3.3: Mean interpretation guide..................................................................... 34
Table 4.1: Response rate ...................................................................................... 36
Table 4.2: Respondents’ bio data .......................................................................... 37
Table 4.3: Department/Directorate of respondents................................................. 39
Table 4.4: Descriptive statistics on employee performance ..................................... 45
Table 4.5: Linear relationship assumption .............................................................. 47
Table 4.6: Assumption of independent errors ......................................................... 48
Table 4.7: Correlation matrix for testing no or little multicollinearity ........................ 50
Table 4.8A: Model summary ................................................................................. 51
Table 4.8B: ANOVAa ............................................................................................. 52
Table 4.8C: Coefficientsa ...................................................................................... 52
Table 4.9A: Model summary ................................................................................. 53
Table 4.9B: ANOVAa ............................................................................................. 54
Table 4.9C: Coefficientsa ...................................................................................... 54
Table 4.10A: Model summary ............................................................................... 55
Table 4.10B: ANOVAa ........................................................................................... 56
Table 4.10C: Coefficientsa..................................................................................... 56
Table 4.11A: Model summary ............................................................................... 58
Table 4.11B: ANOVAa ........................................................................................... 58
Table 4.11C: Coefficientsa..................................................................................... 58
Table 4.12A: Model summary ............................................................................... 60
Table 4.12B: ANOVAa ........................................................................................... 60
Table 4.12C: Coefficientsa..................................................................................... 61
Table 4.13A: Model summary ............................................................................... 62
Table 4.13B: ANOVAa ........................................................................................... 62
Table 4.13C: Coefficientsa..................................................................................... 63
x
LIST OF FIGURES
Figure 2.1: Conceptual framework of human resource practices and employee
performance ........................................................................................................ 16
Figure 4.1: Multivariate normality assumption ....................................................... 49
xi
LIST OF ACRONYMS
Comp. Compensation
E East
eg. for example given
EP Employee Performance
HR Human Resource
HRM human resource management
HRP Human Resource Planning
KIU Kampala International University
KSA Knowledge, Skills and Abilities
N North
No Number
PA Performance Appraisal
R&S Recruitment and Selection
S.D Standard Deviation
SPSS Statistical Package for the Social Sciences
T&D Training and Development
xii
ABSTRACT
Though there is presence of human resource practices in Kampala International University (KIU), they have ineffectively led to employees not meeting deadlines, accomplish job tasks and answer customers’ desires. The main aim of this research was to establish the effect of human resource practices on employee performance at Kampala International University in Kampala, Uganda. Study comprised of five research objectives; (1) to determine the effect of human resource planning on employee performance at Kampala International University in Kampala; (2) to find the effect of recruitment and selection on employee performance at Kampala International University in Kampala; (3) to determine the effect of compensation on employee performance at Kampala International University in Kampala; (4) to assess the effect of training and development on employee performance at Kampala International University in Kampala, (5) to find the effect of performance appraisal on employee performance at Kampala International University in Kampala. 200 respondents were sampled from target population of 476 selected employees and a cross sectional research design. The research findings showed that; human resource planning by means of R2 = 0.182, positively (β=0.660) and significantly (p-value=0.000) affect employee performance of Kampala International University; recruitment and selection by means of R2 = 0.086, positively (β=0.287) and significantly (sig-value=0.000) affect employee performance of Kampala International University; compensation per R2 = 0.179, positively (β=0.607) and significantly (sig-value=0.000) affect employee performance of Kampala International University; training and development per R2=0.205, positively (β=0.678) significantly (sig-value=0.000) affect employee performance of Kampala International University; and performance appraisal by R2 = 0.265, positively (β=0.685) and significantly (sig-value=0.000) affect employee performance of Kampala International University. The research concluded that; human resource planning statistically and significantly affect employee performance of Kampala International University; recruitment and selection statistically and significantly affect employee performance of Kampala International University; compensation statistically and significantly affect employee performance of Kampala International University; training and development statistically and significantly affect employee performance of Kampala International University; and performance appraisal statistically and significantly affect employee performance of Kampala International University. The study recommended that; Kampala International University ought to make vibrant promotion possibilities to its employees; advertise its job postings to the public during recruitment; normally conduct formal induction and orientation; pay for employee performance according to the roles and responsibilities of the job; employees be rewarded based on their performance; discuss training needs with its employees; dedicate budget to training and development every year; and appraisal data should appropriately be used for promotion. The study contributed to existing knowledge in the following ways; more human resource practices have been analyzed and will help university to make priorities in order to meet its objectives as these among others affect its employee performance; employees’
xiii
challenges have been comprehensively submitted to the management to provide possible and appropriate solutions.
1
CHAPTER ONE
INTRODUCTION
1.0 Introduction
This chapter of the study investigates the statement of the problem, purpose of the
study, research objectives of the study, research questions, research hypotheses, scope
of the study, the significance of the research and operational description of key terms.
1.1.1 Historical perspective
Organizations’ endeavours have been centred toward structures whereby rank currently
implies responsibility but not authority, and where the supervisor’s job to persuade and
not to command (Schleicher, Baumann, Sullivan & Yim, 2019). Blickle, Schütte & Wihler
(2018) contend that, keeping in mind the end goal to be successful, it is basic for
administrators to effect their subordinates, associates and bosses to help and bolster
their recommendations and plans to fulfil organisation’s set goals. In addition, according
to Andriof, Waddock, Husted and Rahman (2017), managers possess the ability to
influence others and this is an important component for successful organisations’
management. Thus, managers have the capability to influence their subordinates, peers
and their superiors. Furthermore, Foster, Hassard, Morris & Wolfram Cox (2019)
stressed that effective managers prefer to work with their subordinates rather than
working in isolation from their juniors. There is an intricate and collaborative nature of
connection between the superiors and the subservient.
Organisations’ human capital management has become a great critical factor that had
contributed towards employee’s maintenance and improvement (Rummler and Brache,
2012). According to Chandrasekar (2011), employees importantly help the organisation
in staying a head of the competition and thus play a more decisive role in effecting
organisational performance. According to Den Hartog, Boselie, and Paauwe (2004),
2
HRPs are assumed to affect employees’ skills, knowledge, abilities, attitudes and
behaviour that ultimately may therefore affect organisation’s performance.
Hallberg and Schaufeli (2006) and Sekhar, Patwardhan and Vyas (2017) pointed out
that HRPs are greatly important in organisations development. According to Amin,
Khairuzzaman, Zaleha and Daverson (2014) and Macey and Schneider (2008) contend
that most of HRPs include staff recruitment, training based on market, selection
techniques, staff performance appraisals, social security appraisals and planned
strategic needs. In addition Leiter and Bakker (2010) and Vance and Paik (2015)
posited that various HRPs for example freedom of performance, teamwork,
compensation and engagement normally provide placement for competent and
motivated employees. On the other hand, Jiang, Lepak, Hu and Baer (2012) stressed
that reward, training and empowerment are major three important HRPs that entirely
affect organizations’ employee performance.
In Africa, employees had continuously contributed towards organisation’s growth and
success and thus they have been acknowledged the most important organizations’
assets (Hameed, Ramzan and Zubair, 2014). In addition to this Yousef (2017)
concluded that organisations must retain knowledge capital in order to be productive
and responsive towards their stakeholders’ needs in rapid and continuously changing
eras. According to Lew (2009), well trained and motivated employees are needed by
organisations as a result they are attentive on their effort of contributing concerning
their performance. Along these lines, Companies have a duty to objectify best practices
to improve the human resources’ abilities, which are critical for their endurance. Gope,
Elia and Passiante (2018) posited that human resource practices are an important factor
for an organisation in gaining competitive advantage. Ebong, Mwosi, Mutesigensi, Eton
and Ogwel (2018) in their study mentioned that even though the structure controlling
staffing, placement and retaining are set up, there continues to be an issue
Matovu (2014) further stressed that Uganda’s secondary schools have no regular
schedule regarding teacher recruitment and the recruitment policy was not
3
documented. Subsequently, numerous individuals sensed that there was no legitimacy
in recruitment. Furthermore, Matovu (2014) identified that the placement of teaches
lacked gauges. The HR practice on placement of teachers wasn’t acceptable, as
lecturers were not satisfied with how the placements were done due to the fact that
lecturers believed that it was stained with favouritism. Additionally, retaining remains a
difficult for the reason that there is sub-standard working situations, indistinct incentive
scheme and compensation. Lecturers were not alert of the elevation policy. Matovu
(2014) resolved that even though there are strategies on staffing, placement and
retaining, these are not really utilized that had consequently led to mistrust in the
processes of recruitment and deployment.
KIU is a private university in Uganda which has put up a forename in the country’s
learning portion with extraordinary pliability. In 2009, KIU was commissioned by the
government of Uganda as a way of showing gratitude and salutation for its capability
and proficiency to offering relevant education disciplines. It is also an associate of
superior bodies such as the Commonwealth Universities, Association of African
Universities and the Inter-University Council of East Africa. KIU was established in 2001
and constitutes of two campuses; main Campus in Kansanga, Kampala and School of
Health Sciences (KIU Western Campus) in Bushenyi along Kasese road with outlets in
Kenya and Tanzania, (KIU HR manual, 2016).
1.1.2 Theoretical perspective
Research study was developed on resource based theory (Barney, Ketchen and Wright,
2011) and human capital theory (Khasawneh, 2011). The confidence that employee
performance has entailment for business firm-level result has been predominant among
academics and practitioners for many years. It is believed that today companies are not
successful unless if they have trustable, business’ employee that make it hard for rivals
to reproduce the competitive advantage as they provide a unique source, For example,
Vaswani (2018), stated employees offer competitive advantage when, they need to
increase worth to the firm’s production progressions: degree of person’s performance
4
must matter. Additional, abilities the establishment search for from its workers must be
uncommon. Su, Wright and Ulrich (2018) pointed out that since employee performance
is normally distributed, all human resources must meet both of these criteria towards
improving their organisations’ performance. The third paradigm is that an employee
that represents a consolidated human capital investment fund does not easily be
reproduced into any format and this improves on organisation’s performance. At last, a
company's HR ought not be a worry transposition by innovative advances or distinctive
substitutes in the event that they are to deliver a supply of property competitive
advantage. Though labour-saving technology could limit the group action for a few
sorts of investment in human capital, the continued shift toward a service saving and
therefore the already high levels of automation in several corporations create such sorts
of substitution more and more less probable.
Human Resource is a very important section within the establishment of firm-specific
competitive advantaged as argued out by Su, Wright and Ulrich (2018) and thus
organisations can yield their results by influencing their workers’ capacities and
inspirations and through a structure to regulate their roles performed. Organisations
should value in extremely training staff if they are not intended to perform, and Positive
HRM practices will encourage workers to work more harder and smarter for examples
organization’s that put in more efforts to guide and encourage employees performance
through appraisals that evaluate them as individuals or as group, these apprausals can
be used as a base of rewarding the employees, internal promotions that consider
employee profit, and different varieties of incentives speculated to be in line with the
interests of workers and those of shareholders.
Finally, Chandrasekar (2011) noted that a firm’s performance also depends on how the
employees behave with in the organisation. Human resource management practices
have an effect on individual worker performance through their influence over staff’s
skills and motivation and through firm structures that permit employees to enhance
their job performance.
5
1.1.3 Conceptual perspective
Barnes and Adam (2018) stated that HR practices are the means through which
organisation’s human resources personnel develop the leadership of its staff. This
occurs through the practice of developing extensive training courses and motivational
programs, such as devising systems to direct and assist management in performing
ongoing performance appraisals.
Boon, Belschak, Den Hartog & Pijnenburg (2014) stated that Human resource practices
affect employees in both positive and negative ways. Boon, Belschak, Den Hartog &
Pijnenburg (2014) further stressed that there are three bundles, or types of general HR
practices; people flow bundle: practices concerned with developing employee skills and
training; employee relations bundle: practices that support employees such as work/life
balance policies, job redesign and facilitating team work; and appraisal and reward
bundle: practices dealing with monitoring employees and directing their efforts towards
organizational objectives. These practices are communication tools for the organization,
which are capable of sending various signals about what the organization values.
Employees perceive these practices in different ways, which in turn affects their
behaviour.
Conceptually, human resource practices included human resource planning, recruitment
and selection, training and development, performance appraisal and compensation.
According to Mone and London (2018), employee performance is defined as the job
related activities expected of a worker and how well those activities were executed.
Many business personnel directors assess the employee performance of each staff
member on an annual or quarterly basis in order to help them identify suggested areas
for improvement. According to Pradhan and Jena (2017), employee performance
comprises of job explicit behaviors that involve basic task responsibilities assigned as a
part of job description to be accomplished by the employee in a stipulated time.
6
Employees to establish the high efficiency of performance, they must be facilitated with
sufficient knowledge concerning their roles and responsibilities and are capable of
handling multiple job assignments, have multitask skills and have positive attitudes to
accomplish their tasks with little or no supervision (Pradhan and Jena, 2017). Further,
employee performance comprise of activities that involves planning, organizing and
administering the day-to-day work through one’s technical ability, business judgment
and so on.
Conceptually, employee performance meant accomplishing employees’ roles and
responsibilities within the required timeline, achieve work tasks and responding to
students’ desires.
1.1.4 Contextual perspective
At Kampala International University main campus is where the research took place.
Kampala International University (KIU) is a chartered private university in Uganda and a
member of inter-university council of East Africa, Association of African Universities, and
common wealth Universities. KIU was founded in August 2001 and offers academic
excellence and a vibrant education at the main campus in Kampala located along
Kansanga Ggaba road and the western campus in Ishaka-Bushenyi about 300km from
Kampala. KIU emphasises on invention, originality and dedicated to the whole welfare
of the public which has made it very recognised. It is a local leader in higher education
because it has managed to attract proficient students and academicians from all over
the world.
KIU is deeply interested in expanding access to higher education and promoting higher
education sector in the great lakes region. The university offers a diverse range of
courses including undergraduate and post graduate. Universities in Uganda have
enforced human resource practices to gear up their staff performance however tis has
not yielded positive benefits (Kakumba, Wamala & Wanyama, 2014). In Kampala
International University, employee performance is one facet that has not been provided
7
the eye its worth. University staffs have in a very range of circumstances been explored
for through the Human Resource department in co-operation with Heads of
Department, Deans, Principals and Directorate of Quality Assurance in an attempt to
examine if they are on job however, most of the employees have not stayed at the
workplace (KIU Human Resource Department, 2017). Hence, these have left their work
responsibilities unfinished whenever and because of this employees haven't met their
deadline, haven't finished their job errands and more haven't answer back to students’,
stakeholders’ and alternative clients’ wants (KIU Human Resource Department, 2017).
The study was carried out in private Universities and particularly those that have had
more than 15 years in operation and KIU was chosen because of the assumed
ineffective human resource practices that have in practice for such long period.
1.2 Statement of the problem
Though there is presence of human resource practices in Kampala International
University (KIU) (KIU Human Resource Department, 2017) its employees’ performance
is rated low by 47% (Quality Assurance Directorate Report, 2017). Kampala
International University has enforced human resource practices like human resource
planning, recruitment and selection, training and development, performance appraisal
and compensation in an attempt to boost worker performance (KIU Human Resource
Department, 2017). However, these human resource practices have seemingly not been
effectively practiced periodically since most of them are so silent in the University such
as unclear recruitment and selection processes, unpractised training and development
programs, no compensation packages normally offered to employees and no
performance appraisals have been frequently practiced every semester. These have
increased many loopholes in the entire Human Resource System and this has rendered
opportunities for criticisms by teaching and non-teaching staffs. In return, these have
ineffectively led to employees not meeting datelines, accomplish job tasks and answer
customers’ desires (KIU Human Resource Department, 2017). This has eventually
caused most potent staff to quit their job and will eventually trigger the university to
8
shut the organisation if no instant potential measures are enforced. It is upon this that
the scholar was forced to carry out a research on human resource practices and
employee performance in Kampala International University.
1.3 Purpose of the study
The purpose of the study was to determine the effect of human resource practices on
employee performance at Kampala International University in Kampala, Uganda.
1.4 Research objectives
(i) To determine the effect of human resource planning on employee performance
at Kampala International University in Kampala.
(ii) To find the effect of recruitment and selection on employee performance at
Kampala International University in Kampala.
(iii) To determine the effect of compensation on employee performance at Kampala
International University in Kampala.
(iv) To assess the effect of training and development on employee performance at
Kampala International University in Kampala.
(v) To find the effect of performance appraisal on employee performance at
Kampala International University in Kampala.
1.5 Research questions
(i) What is the effect of human resource planning on employee performance at
Kampala International University in Kampala, Uganda?
(ii) What is the effect of recruitment and selection on employee performance at
Kampala International University in Kampala, Uganda?
(iii) What is the effect of compensation on employee performance at Kampala
International University in Kampala, Uganda?
(iv) What is the effect of training and development on employee performance at
Kampala International University in Kampala, Uganda?
9
(v) What is the effect of performance appraisal on employee performance at
Kampala International University in Kampala, Uganda?
1.6 Null hypotheses
H01: There is no significant effect of human resource planning on employee
performance at Kampala International University in Kampala, Uganda.
H02: There is no significant effect of recruitment and selection on employee
performance at Kampala International University in Kampala, Uganda.
H03: There is no significant effect of compensation on employee performance at
Kampala International University in Kampala, Uganda.
H04: There is no significant effect of training and development on employee
performance at Kampala International University in Kampala, Uganda.
H05: There is no significant effect of performance appraisal on employee
performance at Kampala International University in Kampala, Uganda.
1.7 Scope of the study
1.7.1 Geographical scope
The research was conducted in Kampala International University (KIU), Kampala,
Uganda. KIU has the central campus at Kansanga, a region in Makindye Division in the
South-Eastern portion of Kampala, Uganda's capital and biggest city. The University is
exactly 7 kilometres (4.3 mi) South-East of Kampala's central business district,
alongside the road to Ggaba. The coordinates of the campus are 0°17'41.0"N,
32°36'13.0"E (Latitude: 0.294722; Longitude: 32.603611).
10
1.7.2 Content Scope
In terms of content, human resource practices (independent variable) was
conceptualized in terms of HR planning, recruitment and selection, compensation,
training and development and performance appraisal. Dependent variable (employee
performance) was measured in terms of employees meeting datelines, accomplish job
tasks and responding to customers’ wants.
1.7.3 Time scope
This study started in January, 2018 to July, 2018, whereby proposal writing was in
January, 2018 to May, 2018, data collection and analysis was performed between June,
2018, and the concluding report was written and submitted in July, 2018. Further the
study was focused on the phenomenon of human resource practices and employee
performance from 2010-2019.
1.8 Significance of the study
Agreed that hr practices affect the performance of any worker, this research will use
the viewpoint of hr practices on performance of workers in Uganda within the following
ways;
.a) University’s Management
The results of the study could facilitate management in distinguishing possible human
resource practices and their effect on performance of employees in arrangement to
keep their experienced employees.
The study will indicate the intensity of the loopholes inside the human resource
practices in Kampala International University so helping the key stakeholders to style
the suitable policies and measures towards addressing the matter.
11
The study will come up with an alternative design concerning human resource practices
in Kampala International University and this is expected to boost on their employees’
performance.
b) Academicians and professionals
The research results may give a lot of strong awareness to the academicians about
appreciating the responsibility of human resource practices on employee performance.
The results may additionally increase the collection of knowledge on the metal shelves
of the campus archives and turn into a deck for additional analysis in identical areas
c) University employees
The research results might facilitate workers to be in higher status to stick to human
resource practices and strategies to dodge job carelessness that will have an effect on
the performance of employees.
1.9 Operational definition of key terms
Human Resource practices are the means through which organisation’s human
resources personnel can develop the leadership of its staff. This study will focus on HR
planning, recruitment and selection, training and development, performance appraisal
and compensation as human resource practices.
Human resource planning are practices that are classified by HR University’s
management according to present and forthcoming human resources requirements to
realize its goals.
Recruitment; is checking out and getting a pool of potential candidates with the
specified knowledge, skills and experience that enable the University in picking the
foremost acceptable persons to fill job vacancies against outlined position descriptions
and specifications.
12
Selection; is the identification of the foremost acceptable candidate or candidates
through a process together with and not restricted to interviewing, reference checking
and testing.
Training and development is a situation when University’s management make
arrangements for its employees to learn missing skills in order to boost current or future
employee performance.
Performance appraisal is a systematic general and periodic process that helps the
University in assessing employee’s job performance and productivity in relevancy bound
pre-established criteria and University’s objectives.
Employee compensation refers to any or all types of pay reaching to University’s
employees and arising from their employment.
Employee performance refers to the ability of University’s employees to accomplish
their roles and responsibilities supported by the expectations of the University.
13
CHAPTER TWO
LITERATURE REVIEW
2.0 Introduction
This part targeted the opinions of prior writers, that midst others used the theoretical
review, concept of hr practices, conceptual framework, employee performance,
empirical literature review and research gaps which will be reviewed under different
headings.
2.1 Theoretical review
According to Ulrich (2007) stressed that early decision to relate HRM with firm
performance relied on the belief that rising the approach individuals were managed
inevitably resulted into increased firm performance, while not seeking to justify this
relationship in theoretical terms. Nowadays, it had been argued that the topic was now
not a theoretical, that a range of various theories, as well as general systems theory,
role behaviour theory, institutional theory, resource dependence theory, human capital
theory, transaction cost theory, agency theory and resource based theory of the firm
had been accustomed to make a case for the human resource practices and firm
performance linkage (Barnes and Adam, 2018). This study would discuss 2 major
theories that become the background of the human resource practices and
performance: human capital theory and resource based theory.
2.1.1 Human capital theory
Human capital theory has extensively been debated as a crucial supply in most
companies (Kianto, Sáenz and Aramburu, 2017). The hunt for sources of competitive
advantage more and more pointed inward towards firm’s capability and a lot tactical
management of human capital (Dyer, 1993). In line with Khasawneh (2011) human
capital is outlined as fruitful capabilities of individuals, abilities and experience got to
14
organisations and as a result they permit it to be fruitful and pliant. Therefore, people
represent the firms’ human capital (Barnes and Adam, 2018). Human capital possess
skills, knowledge and talents that enable the organisation to extend its performance.
These are improved through training and development programmes solely directed on
productivity improvement. In line with Nieves and Quintana (2018). the larger the
possibility for employee to add value to the organisation, the larger the likelihood that
the organisation will invest in HR practices solely to improve employee performance and
overall organisational performance. Grant (1996) prompt that skills and abilities are the
most crucial competitive resources that the organisation possess. This is often as a
result of a lot of the firms skills and abilities resides in its employees. In line with Lepak
and Snell (1999), an organisation produce worth through its selection, development and
use of employees that possessed those skills and abilities. Lado and Wilson, 1994
mentioned that a firm’s collection of human capital through their capabilities, abilities
and qualities of the workers is connected to its productivity. HR practices indicate
venturing in human capital (Rummler and Brache, 2012). These human resource
activities affect firm and employee performance. Such practices as selecting and
training enable the worker to have skills and abilities to perform various activities
needed to realize firm’s objectives (Nyberg, Reilly, Essman and Rodrigues, 2018).
2.1.2 Resource based theory
Agreeing to Montgomery (2011), resource based theory is usually recognised as a
context for appreciating the connection between human resource and firm
performance. in line with Barnes and Adam (2018), the 3 forms of resources that are
related to firm include tangible resources (plant; machinery and equipment), human
resources (employee’s skill and awareness) and company’s resources (structure;
arrangement for planning, observing and supervisory activities; social relations midst
and between companies and outside possibilities. Kamoche (1998) defines human
resources as mount up stock of abilities, information and talents that the staff have,
that the organisation has designed up over time into recognizable expertise. The
15
resource based theory of the organisation relies on the idea that an organisations
human resource structure can represent entirely competitive advantage (Boxall and
Purcell, 2011). In line with Montgomery (2011), a resource is believed to be a source of
pronged competitive advantage if a firm encounters the requirement of significance,
scarcity, imitability and non-suitability. Primarily, a resource need to add worth to the
organisation by assisting it to use opportunities or defuse intimidations within the
surroundings (Montgomery, 2011). Montgomery (2011) additionally records that
sources of worth alter over time. Furthermore, a resource ought to be distinctive or
infrequent amid existing and possible opponents. Resources among great numbers of
organisations could be a supply of competitive equivalence but not a supply of
competitive advantage (McWilliams and Siegel, 2011). Also, if a resource or its
advantages is imitated across companies, then it'll entirely be a supply of competitive
equivalence not competitive advantage (Montgomery, 2011). Fourthly, it should not be
potential for a similar or strategically equivalent resources to be deployed by alternative
corporations (Montgomery, 2011). Supported by resource based theory, all four
criterion should be met for a resource to be thought of as a source of continued
competitive advantage (McWilliams and Siegel, 2011). Whereas some analysts (Boxall
and Purcell, 2011; Kianto, Sáenz and Aramburu, 2017 and Montgomery, 2011) contend
that human resource activities accustomed to run human resources are a possible basis
of continued competitive advantage. Su, Wright and Ulrich (2018) emphasised that it's
the human resources themselves that meet the four-resource criterion. With the human
capital and work behaviour human resources will represent a continued competitive
advantage.
2.2 Concept of human resource practices
Various researchers on human resource practices were conducted from time to time
and researchers have known totally different practices by different names. As quoted in
(Barrett and Mayson, 2007), researchers diversely talk over with bound sets of human
resource practices influenced by the profession as best practice, or high-performance
16
(Kakar, Raziq and Khan, 2017), formal (Aldrich and Langton, 1997; Barrett and Mayson,
2007; Heneman and Berkley, 1999), sophisticated (Antunes and Nunes, 2018;
Bendickson, Muldoon, Ligouri and Midgett, 2017) or as professional (Taamneh,
Athamneh and Nsairat, 2017). Kianto, Sáenz and Aramburu (2017), pointed out that the
foremost acceptable term is best human resource practices. However, in line with
Chandler and McEvoy (2000), one in every lingering queries in human resource studies
is whether or not there's one set of policies or practices that represents a universally
superior approach to managing people. Theories on best practices or high commitment
theories advocate that universally, certain human resource practices, either on an
individual basis or together are related to improved firm performance. Researches have
additionally found that those well-paid, well-motivated employees, operating in an
environment of mutuality and trust, generate higher productivity gains and lower unit
prices (Lowe and Oliver, 1991; Kianto, Sáenz and Aramburu, 2017).
2.3 Conceptual framework
According to Smyth (2004) a fine portrayed conceptual framework assists to clarify the
potential relations between the variables.
Figure 2.1: Conceptual framework of human resource practices and employee
performance
HR practices (IV) Employee Performance (DV)
Source: Smyth (2004)
Human resources planning
Recruitment and selection
Training and development
Compensation
Meeting timelines
Accomplish job tasks
Respond to students’
needs
Performance appraisal
17
2.3.1 Human resources planning
Human resource planning is the continuous process of systematic planning to achieve
optimum use of an organization's most valuable asset; that is, its human resources. The
objective of HRP is to ensure the best fit between employees and jobs while avoiding
manpower shortages or surpluses. The four key steps of the HRP process are analyzing
present labour supply, forecasting labour demand, balancing projected labour demand
with supply and supporting organizational goals (Akhigbe, 2013). Firms that apply
human resource planning in order to identify what kind of qualities they're searching for
in candidates so they can improve the quality of employment choices (Al Wahshi,
2016). To the degree that an organisation can intentionally and proactively ensure the
conformation of the work force that will have to be compelled to attain its planned
goals, it should be prepared to achieve those goals with additional carefulness than a
firm that is not capable to try and do so. Noe, Holenbeck, Gerhart and Wright (2006)
contends that human resource planning, once executed appropriately, “generate the
type of time interval needed to thrust back possible difficulties which can otherwise
threaten the firm’s performance like competitive advantage”. Therefore, this suggests
that firms should arrange and plan for its employees to acquire required skills and
maintain its employee’s requirements.
2.3.2 Recruitment and selection
Recruitment and selection refers to the chain and sequence of activities pertaining to
recruitment and selection of employable candidates and job seekers for an organization.
Every enterprise, business, start-up and entrepreneurial firm has some well-defined
employment and recruitment policies and hiring procedures (Smith and Lynch, 2010).
According to Kianto, Sáenz and Aramburu (2017) recruitment and selection processes
are answerable for putting heterogeneous talent at different firm’s levels. This is often
as a result of sourcing and retention of valuable employees that may be a competitive
field of battle for organisations. However, to implement this valid choice tests need to
be emphasized. Consistent with Martell and Carroll (1995), usable selection tests are
18
really valuable in employee’s choice and executing an efficient recruitment method fully
relates with company’s performance. Martell and Carol (1995), additional argues that a
complicated system tests an applicant’s potential for a position and reduces the firm’s
level of uncertainty once faced with an external candidate.
Recruitment and selection refers to the chain and sequence of activities pertaining to
recruitment and selection of employable candidates and job seekers for an organization.
Every enterprise, business, start-up and entrepreneurial firm has some well-defined
employment and recruitment policies and hiring procedures (Shen and Edwards, 2004).
Heraty and Morley (1998) and Asiedu-Appiah, Aduse-Poku and Abeeku-Bamfo (2013)
explicit that the recruitment and selection are among the few things that cannot be
done lonely, involvement of human resource specialist and line managers is crucial to
accomplish it. Zhu and Dowling (2002) line management might facilitate to realize an
improved match between job and also the candidate by choosing the specified
candidate for positions in various departments.
2.3.3 Compensation
Muguongo, Muguna and Muriithi (2015) defines compensation as bonuses that are
periodically submitted to organisation’s staffs due to their rendered services.
Strategically, compensation is a policy an organisation establishes in an effort to
establish loyalty and commitment and to attract new skilled employees to enable the
organisation in achieving its set objectives (Muguongo, Muguna and Muriithi, 2015).
Therefore, organisations that establish compensation plans normally improve their
employees’ motivation that ultimately lead to their overall performance (Muguongo,
Muguna and Muriithi, 2015). Hence, most of the organizations get involved in
establishing and maintaining the best compensation plans like salary payments,
allowances, and so on. In line with expectancy theory by Conger and Kanungo (1988),
once pay and allowances are connected with staff’s performance, then staffs will
deliberately extend their efforts so onerously to achieve organisation’s goals and
heighten their performance. Supported by expectancy theory (Conger and Kanungo,
19
1988), it may be expected that, if the corporate provides compensations and rewards
desired by the worker in question, the worker seemingly will be able to perform in order
to be rewarded. However, it may be a challenge for different organisations to design a
unique package of compensation for its employees due to the size and available
resources such as assets the organisation possess (Olson, Slater, Hult and Olson,
2018). Ilyas and Mahmood (2018) explicit that staff usually get motivated once
monetary reward packages are directly assigned to their routine performance. Further,
Muguongo, Muguna and Muriithi (2015) explicit that once an organization adopts long-
run plan of rendering compensation packages to its employees, then the capability it
possesses to obtain additional return on equity than any other organization that do not
have this practice.
2.3.4 Training and development
Training and development are designed to enhance staff performance, competence
level and ultimately ends up in fostering firm performance. Additionally, training is a
scientific approach to learning and development to enhance individual, team and
company effectiveness (Radel, 2019). Training and development activities enable
organizations to regulate, be a challenger, advanced skills, innovate, develop, enhance
staff safety, expand service, and reach organisation’s goals (Salas et al., 2012).
Consequently, any organization strives to vie within the world economy, differentiation
on the idea of the abilities, knowledge and motivation of their manpower should
understand the importance of training and development and its effect on staff and firm
performance (Aguinis and Kraiger, 2009). To stay competitive, firms should make sure
that their manpower regularly learns and develops in spite of the price of learning
(Salas, Tannenbaum, Kraiger and Smith-Jentsch, 2012). Training and development are
crucial for the staff performance and firm’s success. Hence, companies should
understand the importance of training and development and adopt an eternal learning
perspective; the company ought to perpetually update its workers’ information and
20
skills to remain innovative so as to keep up competitive edge. Thus, inadequate or
unwell-designed trained staff are vital obstacles to organisation’s success.
2.3.5 Performance appraisal
A robust performance appraisal system could be terribly hard-to-imitate competitive
means among human resource management field. Mullins (2002) all-inclusive
performance appraisal structure makes the elemental standard for evaluating an
employee’s performance, highpoint abilities for yet to come job development, best
significantly, to boost the performance. By clearing, defining and afterwards
appreciating preferred actions and competencies, firms can set themselves with the
exception of competition. Ssozi (2018), staff evaluations, conjointly called performance
appraisals are very important for the operations of the district likewise the advancement
of the staff. Rating the staff is critical because it helps to spot the employees for the
leading positions within the district. To acknowledge worker, a correct work review of
the staff should be done that additional helps to reward them once acceptable. The
implementation of the performance appraisal system may be a sophisticated and
troublesome job due to the fact that it needs correct and truthful appraisal of an staff’s
performance. Sumelius, Björkman, Ehrnrooth, Mäkelä and Smale (2014) performance
appraisal is the fundamental component of HR management; several decisions are
wholly supported by the results of the appraisal. Ishizaka and Pereira (2016) whereas
implementing performance appraisal system to appraise the competencies of every
worker, it's vital to spot the skills, knowledge and attitudes ought to be developed in
order to have a considerable improvement within the method of the organization, jobs
and tasks. Feedback from the staff once managed well helps not solely in spotting the
individual competencies needed for the work, however conjointly in sharing skilled
growth with innovation and competency. Ilyas and Mahmood (2018) to critically analyse
the performance of the worker keep in mind to use solely those factors that relates with
the work instead of temperament characteristics and general traits. According to Boice
and Kleiner (1997) explicit that effective appraisal system helps to supply committed
21
and motivated staff. It’s vital to be effective, correct record keeping, clearly outlined
measuring system and frequent review of performance. Objectives should be well
outlined with full consultation of the worker and supervisor that helps in direct
communication between them.
2.4 Employee performance
There are essentially 3 forms of worker performance; data obtainable, that embrace
qualitative (client grievances, range of mistakes) or quantitative (clients attended to,
items manufactured), time measurements (absenteeism, missed operating time, delay
and failure to satisfy datelines) and monetary pointers that contains of an outsized
range of potentialities (Armstrong, Brown and Reilly, 2010). Slavković, Pavlović and
Simić (2018) pointed out that one of the most important factors that increase a firm’s
performance is the employees’ performance itself. Usually, triple-crown organizations
comprehend that the significance of employees is much a crucial issue that directly
have significant contribution towards their overall performance (Muguongo, Muguna
and Muriithi, 2015). Therefore, successful companies usually depend upon their staff
behaviour and their ideas, though there are other various several alternative factors
that aggregate towards their success, like firm size, setting where they operate from
and their daily activities. Wehrmeyer (2017) posited that staff performance is much
significant in; enabling the organisation in determining the used resources price; in
meeting daily activities of the organisation; determining the quantity and quality of
labour achieved; determining the competitive advantage gap an organisation has to
achieve; setting the gap that exists in goals achievement; and finally enhances the
potential to clear decision making.
22
2.5 Empirical literature review
2.5.1 Effect of human resource planning on employee performance
A study on the effect of staff resourcing ways on the performance of banks in Kenya
established that, staff resourcing ways have a major positive effect on performance of
the said banks (Ngui, 2015). Additionally, the study findings indicated that, there's a
positive relationship between strategic staff resourcing and staff performance in banks.
Ngui (2015) counselled that banks need to develop and document ways for HRP thus
enhance staff and firm performance. Further, Le (2015) assessed the effect of
placement practices on worker performance in technology sector. Per the study
findings, there was a powerful association between performance on one hand and job
data, coaching and steerage on the opposite. It’s noted in an examination of
relationship between human resource planning practices and organisation’s
performance that, the study on constant facet has moved from delving into individual
practices and their influence on firm performance to find out the complete human
resource planning system and its effect on staff performance (Al-Zahrani and Almazari,
2014).
2.5.2 Effect of recruitment and selection on employee performance
Shabbir (2014) stressed that human resource practices are positively correlate with
staff’s performance whereas recruitment and selection affects staff performance more
than any HR practice. Recruitment and selection have a comprehensive significant
contribution towards staff performance. Therefore, firms that duly practice these
practices effectively and efficiently positively obtain and maintain high level of staff
performance. This was further supported by Kakar, Raziq and Khan (2017) who said
that recruitment and selection once are adopted by any organisation effectively and
efficiently, normally enable the organisation to obtain a great quality of work done by
its employees. In addition, Kakar, Raziq and Khan (2017) posited that the major
significance of recruitment and selection is to complement the firm’s culture and staff’s
23
behaviour in always achieving organisation’s goals. Amin et al., (2014) stressed that the
degree of recruitment and selection have an effect on performance at the staff level in
African countries. Staff performance defined as a multi-faceted and complex idea, thus
recruitment and selection outcomes are used as mediating factors in improving staff
performance. Tooksoon (2011) explored that recruitment and selection and alternative
factors for example; job satisfaction, firm commitments and leadership practices have a
strong significant contribution towards firm’s staff performance. Linked to Smith and
Lynch (2010), recruitment and selection normally are the beginning steps for analysing
new potential candidates into the organisation and this has a major role in determining
which staff has more potentialities over the other to be chosen by the applying firm.
There recruitment and selection are more of the significant methods that any firm must
consider in regard to choosing the fit candidate for the job who will eventually
contribute towards the productivity of that firm. Thus, Shabbir (2014) explicitly stated
that recruitment and selection positively and statistically contribute towards staff
performance and these supplementary factors ultimately affect the performance of the
organisation. This was supported by the ideology of Kianto, Sáenz and Aramburu
(2017), who posited that recruitment and selection imparts high performance
expectations and conveys a message of the importance of individuals to the firm.
2.5.3 Effect of compensation on employee performance
Compensation practices motivates and attracts all organisation’s employees to smartly
accomplish their assigned tasks and ultimately achieve organisations performance. This
was supported by expectancy theory of Conger and Kanungo (1988), who stressed that
once compensation practices have been established with the organisation, and then
each individual employee will strive to smartly accomplish his or her assigned tasks to
enhance his or her individual performance and onerously to improve on organisation’s
productivity. Performance-based compensation practices have dominantly been used by
several organisation’s employees in gauging on how to effectively and efficiently meet
their datelines and responding to challenging tasks (Jiang, Lepak, Hu and Baer, 2012).
24
According to Sheehan (2014), performance-based compensation positively and
significantly impacts on worker and firm performance. Same results were apprehended
by Hashim, Rafi, Kazmi, Ullah and Kee (2017) who found out that organisations that
routinely practice compensation systems that includes adequate salary payments and
allowances had registered positive attitudes about organisation’s employees towards
their performance.
Study by Sheehan (2014) indicated that there is a clear positive and significant effect
between organisation’s compensation and university‘s lecturer performance and
therefore, an organisation’s top management that routinely utilise this practice
effectively and efficiently enhances its employees performance than any organisation
that does not possess this practice. This was further supplemented by Fei and Caesar
(2018) who stated that compensation plays a very significant role for major companies
as an opportunity in attracting and retaining skilled staffs. Since higher institutions of
learning are thought of as human capital intensive firms, compensation of a university
staff plays a good role in enabling the employees to register higher levels of
competency spirit that ultimately lead to their retention. Compensation programs
contributes positively to staff performance and is importantly connected to practices of
innovative work like flexible job style, cooperation of staff as a team to resolve the
complex issues, develop employees’ skills through coaching programs and employment
security (Nam and Lee, 2018). Research by Kakar, Raziq and Khan (2017) indicated
that compensations statistically and significantly affect staff and company performance.
Conjointly the research by Hashim, Rafi, Kazmi, Ullah and Kee (2017) confirmed that
there is a significant positive effect between compensation and staff performance.
2.5.4 Effect of training and development on employee performance
Altarawmneh and Al-Kilani (2010) assessed the effect of human resource practices on
staff’ turnover intentions. The results indicated that job analysis significantly affects
staffs’ turnover. Kum Cowden and Karodia (2014) proved that employee performance is
affected by training and development.
25
Shabbir (2014) ended that training and development are human resource practices that
have positively and significantly affect performance of the staff. Nyberg, Reilly, Essman
and Rodrigues (2018), training and development provides staff with required knowledge
needed by different organisation’s post by exceedingly gain from different training and
development programs that provide them with much confidence and prepares them for
future jobs since they are able to provide their services effectively and efficiently.
According to Zakaria, Yasoa, Ghazali, Ibrahim and Ismail (2017), training and
development positively contribute towards organisations’ employee performance. This
contribution is due to obtained skills and abilities gained through training in different
aspects of the organisation’s unit(s). The research study of Ssozi (2018) indicated that
training and development influence staff commitment, participant knowledge and
organization-based vanity. Alternative studies have indicated that training and
development significantly affects performance of employees (Nagano, 2019).
Consistently, Sum (2011) revealed that investment in training and development boosts
worker morale and will increase performance. In general, training and development
permits staff to accumulate bigger competencies that are required to perform their jobs
expeditiously and effectively (Zakaria et al., 2017). Solari and Della Torre (2013) have
disclosed that the perceived worker and firm performance are significantly associated
with effective training and development practices.
2.5.5 Effect of performance appraisal on employee performance
Deneire, Vanhoof, Gijbels and Van Petegem (2014) indicated that a greater percentage
of the respondents are in need of the appraisal system to improve organisation’s
performance. A clear and fair performance appraisal organisation’s practice
consequently results in employees getting satisfied with their work activities and
workplace, get motivated to actively produce the same effective and efficient results in
the subsequent periodical sessions. Research has conjointly found that staff develop
additional positive attitudes after they receive favourable outcomes from their
26
management concerning their performance behaviours and feedback on challenging
assigned tasks (Tanveer et al., 2011). Management of various organisations not only
render feedback on assigned tasks but also renders great amount of social support to
its employees through staff meetings and programmed organisation’s come together
parties whereby much emphasis on work activities feedback is normally provided to
employees (Kakar, Raziq and Khan, 2017). Management's plan usually is to implement
a classic system for reducing labour prices by unilaterally increasing performance
standards and maintaining wages and benefits is probably going to be met by robust
resistance from a unionized human capital. Resistances within the sort of strikes, high
grievance rates and adversarial labour relations are found to be extraordinarily pricey to
companies in terms of productivity and quality (Cooke, 1992). Various previous
researchers assessed the effect of performance appraisal on individual and firm level
outcomes. As an example, performance appraisal helps in multiple functions like know
what to train or who to add salary as revealed by Olson, Slater, Hult and Olson (2018).
2.6 Effect of human resource practices on employee performance
A number of past researchers have indicated that one of the most important factors
that directly links firm’s performance with its employees’ performance is human
resource practices (Jiang, Lepak, Hu and Baer, 2012; Becker and Huselid, 2006 and
Chen and Huang, 2009). The triple-crown companies that often consider the human
resource practices as an important issue that directly connected with performance of
the firm and employees’ performance. Boon, Den Hartog, Boselie and Paauwe (2011)
explicit that in one hundred and ten studies, human resource practices were taken as a
group of worker management practices. Kianto, Sáenz and Aramburu (2017) stressed
that organizations should rent skilled and capable staff so as to achieve success in
today’s world setting. Actual human resource practices are applied by line management
on a day to day that significantly affects staff’s performance by influencing staffs to
effectively and efficiently accomplish assigned tasks (Purcell and Kinnie, 2007).
However, triple-crown organisations usually implement these timely and effective
27
practices through a committed work force of managers that have distinguished skills
and capabilities in maintain the practices. This eventually maintains and develops
committed team of employees from different organisation’s units (Chung and Colakoglu,
2018).
2.7 Research gaps
Earlier scholars conducted their study on human resource practices with other variables
like job satisfaction (Karin Andreassi, Lawter, Brockerhoff and Rutigliano, 2014) and
competitive advantage (Anitha, 2014) in western countries but none has ever been
conducted employee performance in Uganda. The study thus filled this gap. Further,
studies concerning human resource practices and employee performance were
conducted in small-scale businesses (Sheehan, 2014) and production sector (Marura,
2018) however; this study was conducted in universities.
28
CHAPTER THREE
METHODOLOGY
3.0 Introduction
In this chapter the researcher looked at the processes that were followed in operating
the study. Research design, target population, sample size, sampling techniques, data
collection instruments, validity and reliability of the instrument, data collection
techniques, data analysis and ethical considerations were the points stressed.
3.1 Research design
A cross-sectional research design was used in this study because it offers a fast,
effective and correct means of getting data about the population and it is more suitable
in situations where there is no already available data. In this case, secondary data on
human resource practices of KIU is not presented thus organising a survey to gain such
data is essential (Oso and Onen, 2005).
This design used both qualitative and quantitative approaches whereby quantitative
research approach was used as a result of the need to petition and show data
numerically while qualitative approach was second-hand to analyse qualitative
information regarding the variables under research. The justification for applying the
descriptive cross sectional survey was because it delivered a substantive image of
outcomes and described people’s views and manners entered on information collected
at a degree in time.
29
3.2 Target population
This research targeted a population of 476 employees of Kampala International
University, Kampala Uganda (KIU Payroll February, 2018). The units of inquiry
comprised college principals, deans, heads of departments, Teaching and Learning
Coordinators (TLCs), Departmental Examination Coordinators (DECs), finance, human
resource, quality assurance, marketing, academic affairs, records, admissions, library,
customer care and bursary, student affairs, lecturers, ICT and estates. These workers
were preferred because the researcher supposed that they were hired by means of a
system and were still workers of KIU with pertinent data to respond to the
questionnaire.
3.3 Sample size
The study employed Slovene’s formula in ascertaining the smallest sample size. In
keeping with the formula, the sample size was attained by means of
n =N
1 + Ne2
Where, N is the marked population, n is the test size and e is the point of statistical
significance and in this study it is 0.05.
n =N
1 + Ne2
n =476
1 + 476(0.05)2=
476
2.19
n = 217
Hence, two hundred seventeen workers were designated for the study.
30
Table 3.1: Sample size distribution
Category of respondents Population Sample size Sampling
method
College Principals 7 7 Random
Deans 6 5 Random
Heads of Departments 28 24 Random
Teaching and Learning Coordinators
(TLCs)
28 24 Random
Departmental Examination
Coordinators (DECs)
28 24 Random
Finance 13 12 Random
Human resource 10 9 Random
Quality Assurance 22 19 Random
Marketing 17 15 Random
Academic affairs 31 26 Random
Records 6 5 Random
Admissions 10 9 Random
Library 34 31 Random
Customer care and Bursary 13 12 Random
Student affairs 6 5 Random
Lecturers 180 118 Random
ICT 16 15 Random
Estates 21 18 Random
Total 476 217
Source: KIU Payroll February (2018)
31
3.4 Sampling techniques
The research worker used simple random sampling to induce the desired data from the
selected workers. Simple random sampling is a method where by the selected workers
at completely different levels are portrayed within the study and everyone have an
opportunity to be selected to participate within the study as respondents. Simple
random sampling involved selecting respondents from the study population by chance.
In this way, each respondent had an equal chance of being included in the sample. This
method was justified appropriate because the sample selected comprised of enlightened
persons who possessed important data that was comprehensive and allowed gaining a
far better insight into the matter.
3.5 Data collection instruments
3.5.1 Questionnaires
The study used a questionnaire as the main tool for data collection because they
allowed the researcher to achieve a bigger range of selected workers within a brief
attainable time, which thus made it simpler for the researcher to gather applicable data.
The questionnaire was categorised into 3 sections of demographic data, independent
variable constructs and dependent variable. Both variables bare questions based on a
five point Likert scale stretching from 1= strongly disagree, 2 = disagree, 3 = not sure,
4 = agree, and 5 = strongly agree. Questions raised on both variables were close-
ended and this enabled the researcher in gathering quantifiable data significant for
defined variables under study and these enabled the selected respondents not to waste
time in relation to answering the questionnaire items.
32
3.6 Validity and reliability of the instrument
3.6.1 Validity
The research instrument was given to content experts to evaluate their relevance, flow,
wording and clarity of questions or items, after which a content validity index was
computed. The validity of research instruments ensured scientific usefulness of the
findings arising thereof. The content validity index (CVI) was computed using the
formula below. According to Amin (2005) the instrument therefore is accepted as valid,
if the average index is 0.7 and above.
CVI =Number of items considered valid
total number of items
CVI =41
47= 0.872
Therefore, the items were considered valid since CVI of 0.872 was greater than 0.7.
3.6.2 Reliability
A pilot test was carried out before the main study. The study involved 10 per cent (40
of the respondents) of the target population. These respondents were randomly
selected and participants of the pilot study were excluded from the main study in order
to avoid compromising the study findings of the main study. The rationale for pilot
testing was to establish any potential weaknesses in the research instrument. There
were forty respondents who participated in the pilot test and the Cronbach Alpha was
calculated by means of SPSS. The Alpha values for every variable under research must
not be lower than 0.7 for the statements in the tools to be thought dependable. All the
statements under every variable were exposed to this assessment. The tool was
reflected dependable since its Cronbach’s coefficient of 0.949 was greater than 0.7 that
consequently agreed with the limits put by Oso and Onen (2005).
33
Table 3.2: Reliability statistics
Cronbach's
Alpha
N of
Items
.949 41
3.7 Data gathering procedures
3.7.1 Before data gathering
An introduction communication was gathered from the Higher Degrees and Research
Directorate to operate the research. Further, researcher organised questionnaires that
were distributed to selected respondents.
3.7.2 During data gathering
The scholar asked the selected workers to respond to the questionnaires with much
accuracy and further emphasised them fill all the items in the questionnaire.
Additionally, the scholar underlined to the selected workers’ that questionnaires would
be picked four days after circulation date.
3.7.3 After data gathering
When primary data was gathered by means of questionnaires, the scholar scrutinised
them to find out if there were completed and the completed questionnaires were coded,
revised, categorized and recorded into Statistical Package for Social Scientists (SPSS)
for subsequent analysis.
3.8 Data analysis
Frequency and percentage distribution tables were applied in describing the levels of
respondents’ bio data. Researcher summarised independent and dependent variables
collected data using descriptive statistics that was further tabulated by mean and
34
standard deviation and interpretation was further assigned to identify the levels at
which items vary from each other based on respondents’ opinions. Human resource
practices (independent variable) constructs were further correlated against dependent
variable (employee performance) using multiple regression analysis to determine the
contribution of HR practices towards employee performance. Multiple regression was
applied to determine the effect of each construct of independent variable (constructs of
human resource practices) have on employee performance (Cohen, West & Aiken,
2014). Finally, hypothesis testing was carried to reject or accept the null hypothesis as
stated in chapter one. Thumb rule was acceptance of null hypothesis when p-value was
less than 0.05 level of significance, and to reject otherwise. In addition, to quantify the
strength of the relationship between the variables, researcher conducted a multiple
regression analysis. The regression equation was:
Y = β0 + β1X1 + β2X2 + β3X3 + β4X4+ β5X5 + ε……….(i)
Whereby
Y = employee performance; X1 = HR planning; X2 = recruitment and selection, X3 =
compensation, X4 = training and development X5 = performance appraisal. β1, β2, β3,
β4 and β5 = Regression Coefficients and ε = Error term normally distributed about a
mean of 0 and for purposes of computation ε is assumed to be 0. The equation was
solved by the use of statistical model where SPSS was applied. This offered a
quantitative and qualitative description of the objectives of the study.
Mean that was obtained using SPSS was interpreted as below;
Table 3.3: Mean interpretation guide
Mean ranges Response mode Interpretation
4.21-5.00 Strongly agree Very high
3.41-4.20 Agree High
35
2.61-3.40 Not sure Moderate
1.81-2.60 Disagree Low
1.00-1.80 Strongly disagree Very low
3.9 Ethical considerations
The scholar got an introduction letter from the higher degrees and research directorate
which presented researcher to selected university’s employees for consent of collecting
data and this was done to assure confidentiality to selected participants. The scholar
recognised the previous authors by citing their studies that were previously carried out
in the same field of the variables under study.
3.10 Limitations of the study
There were various limitations to this study that threatened the research validity. To
address this, issue the researcher claimed an allowance of 5% margin of error at 0.05
level of significance. Measures were also indicated in order to minimize, if not to
eradicate the threats to validity of the research findings of the study.
There was attrition/mortality in that not all questionnaires that were returned were
completely answered and some were not retrieved back due to respondents sickness,
hospitalization and refusal/withdrawal to participate. In this case, the researcher
received more respondents by exceeding the minimum sample size. The respondents
were reminded not to leave any item in the questionnaires unanswered and were
closely followed up as to the date of retrieval.
36
CHAPTER FOUR
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
4.0 Introduction
From this section, researcher presented, analysed and interpreted obtained data and
this was in congruence with the study objectives.
4.1 Response rate
Table below depicts the rate at which respondents willingly answered questionnaires
that were distributed to them.
Table 4.1: Response rate
Frequency Percent Valid Percent Cumulative Percent
Valid Yes 200 92.2 92.2 92.2
No 17 7.8 7.8 100.0
37
Total 217 100.0 100.0
Source: Primary Data, 2018
Considering table 4.1, 92.2% selected workers answered the questionnaires that were
passed on to them while 7.8% of the selected workers did not answer to them. This
suggests that 200 of the selected workers were reflected in delivering the valid data for
the research.
4.2 Respondents’ bio data
KIU’s female and male respondents’ bio data was applied in achieving the main
objective of the study. Respondents’ bio data was summarised gender, age, marital
status, education level, job experience and department or directorate of the
respondents.
Table 4.2: Respondents’ bio data
Respondents’ Bio Data Frequency Percentage
Age
20-30 111 55.5
31-40 64 32.0
41-50 18 9.0
51-60 4 2.0
61 and above 3 1.5
Total 200 100.0
Gender
Male 108 54.0
Female 92 46.0
Total 200 100.0
Marital status Single 82 41.0
Married 100 50.0
38
Divorced 13 6.5
Widowed 5 2.5
Total 200 100.0
Education level
PhD 15 7.5
Master's Degree 74 37.0
Bachelor's Degree 83 41.5
Diploma 28 14.0
Total 200 100.0
Experience
1-3 114 57.0
4-6 69 34.5
7-9 13 6.5
10 and above 4 2.0
Total 200 100.0
According to table 4.2, 55.5% of the selected workers appeared to be in the age group
of 20–30 years, 32% for 31-40 years, 9% for 41–50 years, 4% for 51–60 years and
only 1.5% for 61 and above years. This suggests that the selected workers in age
group of 20–30 years keenly took part in the in the research. Nevertheless, all the
relevant respondents answered the questionnaire that they were given excellently.
According to table 4.2, it was established out that the largest percentage of selected
workers were males as revealed by the table with 54% while 46% of selected workers
were females, suggesting that males keenly participated in the study.
According to table 4.2, it can be seen that 50% of the selected employees were
married, 41% were single 6.5% were divorced and 2.5% had widowed. Therefore, it
had been specified that the married group largely took part in the research.
According to table 4.2, it showed that the leading portion of selected employees were
bachelor’s degree holders because it was segmented by 41.5%. 37% of the selected
39
employees were master’s holders, 14% were diploma holders, and 7.5% were PhD
holders. This showed that data that the selected employees delivered was valid for the
research.
According to table 4.2, it was established that 57% of the selected employees have
worked at Kampala International University for 1-3 years. 34.5% had been at Kampala
International University for 4-6 years, 6.5% for 5 7-9 years, and 2% had a worked
there of 10 and above years. This infers that most of the selected employees worked at
Kampala International University for 1-3 years.
Table 4.3: Department/Directorate of respondents
Frequency Percent Valid
Percent
Cumulative
Percent
Valid
Academic affairs 14 7.0 7.0 7.0
Admissions 5 2.5 2.5 9.5
College Principal 4 2.0 2.0 11.5
Customer care and Bursary 7 3.5 3.5 15.0
Departmental Examination Coordinators 13 6.5 6.5 21.5
Estates 10 5.0 5.0 26.5
Finance 7 3.5 3.5 30.0
Head of Department 13 6.5 6.5 36.5
Human resource 5 2.5 2.5 39.0
ICT 9 4.5 4.5 43.5
Lecturer 55 27.5 27.5 71.0
Library 17 8.5 8.5 79.5
40
Marketing 9 4.5 4.5 84.0
Quality Assurance 10 5.0 5.0 89.0
Records 3 1.5 1.5 90.5
School Dean 3 1.5 1.5 92.0
Student Affairs 3 1.5 1.5 93.5
Teaching and Learning Coordinators 13 6.5 6.5 100.0
Total 200 100.0 100.0
Source: Primary Data, 2018
According to table 4.7, it was concluded that 27.5% of the selected employees were
lecturers, 8.5% were from library, 7% were from academic affairs, an equal percentage
of 6.5% were Heads of Department, Teaching and learning coordinators and
departmental examination coordinators, 5% were from Quality assurance, equal
percentage of 4.5% were from ICT and marketing directorates. Equal percentage of
3.5% were from customer care and bursary and finance, equal percentage of 2.5%
were from admissions, and human resource, 2% were college principals and equal
percentage of 1.5% were from records, school deans and student affairs. This implies
that all respondents from above directorates and departments had valid information
necessary for the study.
4.3 Descriptive statistics on research variables
In this research the Independent Variable was human resource practices, this variable
(IV) was broken-down into five constructs which are; human resource planning,
recruitment and selection, compensation, training and development and performance
appraisal whereas employee performance was the dependant variable.
41
4.3.1 Human resource practices descriptive statistics
According to Appendix III, findings showed that employee performance at
Kampala International University was affected by human resource planning. This was
moderately ranked as specified by average mean (mean = 2.66). This indicates that
human resource planning affects employee performance of Kampala International
University. With regard to University highly values career development of its employees,
was moderately rated with average mean (mean = 3.16), implying that University
highly values career development of its employees. With respect to University provides
room for supervisors to discuss with subordinates on their career plans, was rated
moderately high with average mean (mean = 2.64), implying that University provides
room for supervisors to discuss with subordinates on their career plans. With regard to
employees being clear about promotion possibilities. This was rated low with an
average mean (mean = 2.51). This implies that employees of KIU are not clear about
promotion possibilities. With respect to University plans for the career and development
of its employees, this was rated low with average mean of 2.50, which means that
University does not plan for the career and development of its employees. In addition,
regarding that University to prefer an internal employee whenever a vacancy opens up,
this rated low with an average mean of 2.49). This suggests that University does not
prefer an internal employee whenever a vacancy opens up.
According to Appendix III, results indicated that recruitment and selection affect
employee performance of Kampala International University. This was ranked low and
this was showed by average mean (mean = 2.55). This means that recruitment and
selection affects employee performance of Kampala International University. With
respect to appointments in this university is based on merit. This was ranked low with
average mean (mean = 2.58). This indicates that appointments in the university are not
based on merit.
Results further indicated that required information about the job is normally given to
applicants before their employment. This was rated moderately high with average mean
42
(mean = 2.76) which implied that required information about the job is normally given
to applicants before their employment. In addition, results indicated that University
normally advertises its job postings to potential candidates before recruitment and
selection. This was rated low at average mean (mean = 2.50). This implies that
University normally does not advertises its job postings to potential candidates before
recruitment and selection.
For the University’s selected employees are always oriented on what their job entails
before their work starts, was ranked low with average mean (mean = 2.59). This
extremely meant that University’s selected employees are not always oriented on what
their job entails before their work starts. Results also indicated that University’s
departmental administrators and HR managers participate in selection of viable
employees. This was moderately rated by average mean (mean = 2.68). This implied
that University’s departmental administrators and HR managers participate in selection
of viable employees.
Results further indicated that selection committee choses candidates with required skills
and experience. This was ranked low and as shown by an average mean (mean =
2.32). This suggested that selection committee choses candidates with required skills
and experience. Finally, results indicated that vacancies are filled from qualified
employees internally. This was rated low and indicated by an average mean of 2.41.
This implies that vacancies are not filled from qualified employees internally.
According to Appendix III, outcomes showed that compensation affect employee
performance of Kampala International University. This was ranked low and this was
showed by average mean (mean =2.25). This indicates that compensation affects
employee performance of Kampala International University.
Regarding that University’s paying for performance improves performance. This was
ranked low as shown by average mean of (mean = 2.39). This implies that University’s
pay for performance does not improve performance. Results indicated that Employees
43
are rewarded based on their performance. This was ranked low and specified by
average mean (mean = 2.21). This suggests that Kampala International University’s
employees are not rewarded based on their performance. Results further indicated that
compensation packages encourage employees to perform towards the university’s
objectives. This was ranked low with an average mean of (mean = 2.16). This pointed
out that compensation packages do not encourage employees to perform towards the
university’s objectives.
It was also indicated that outstanding employees receive recognitions annually. This
was ranked low at average mean (mean = 2.47). This meant that outstanding
employees do not receive recognitions annually. Further, results indicated that as a
method of recognition, University normally shares its profit to outperforming
employees. This was rated low at average mean (mean = 2.17). This meant that as a
method of recognition, University does not normally shares its profit to outperforming
employees. Finally, results indicated that University’s job performance is used to
determine the incentive compensation of workforces. This was ranked low by average
mean (mean = 2.12). This suggested that University’s job performance is not used to
determine the incentive compensation of employees.
According to Appendix III, findings showed that employee performance at
Kampala International University is affected by Training and development. With an
overall mean of 2.76, it suggested that training and development affect employee
performance of Kampala International University.
Regarding training needs being discussed with employees at the University, it was
moderately graded showed by an average mean of (mean = 2.81). And this meant that
training needs are fairly discussed with employees at the University. Results indicated
that there is a training strategy and coherent training programme in this University. This
was moderately rated and indicated by average mean (mean = 2.89). This implies that
there is a training strategy and coherent training programme in this University. Results
further indicated that training and development programs considers university and
44
employees’ needs concurrently. This was moderately rated with average mean (mean =
3.06). This implied that training and development programs considers university and
employees’ needs concurrently.
It was also indicated that only realistic and useful training programs are normally
implemented by the university. This was moderately rated at average mean (mean =
3.02). This implied that only realistic and useful training programs are normally
implemented by the university. Further, results indicated that University’s management
has always budgeted for training and development per semester. This was rated low at
average mean (mean = 2.47). This implied that University’s management does not
always budgeted for training and development per semester. Finally, results indicated
that every employee goes through various training programmes every year. This was
ranked low by average mean (mean = 2.29), which meant that not every employee
goes through various training programmes every year at Kampala International
University.
According to Appendix III, outcomes pointed out that performance appraisal
affects employee performance of Kampala International University. This was signified
by the total mean of 2.50, which implies that performance appraisal affects employee
performance of Kampala International University.
Results indicated that in this university, employees are provided performance based
feedback and counselling. This was moderately graded and was shown by average
mean (mean = 2.72), which means that at Kampala International University, employees
are provided performance based feedback and counselling. Results indicated that data
obtained through performance appraisal process is normally for effecting important
decisions. This was rated low and indicated by average mean (mean = 2.33). This
implies that data obtained through performance appraisal process is not normally for
effecting important decisions. Results further indicated that University’s management
has put in place strategies of determining low employee performance. This was
45
moderately rated with average mean (mean = 2.66). This implied that University’s
management has put in place strategies of determining low employee performance.
It was also indicated that University’s appraisal strategy is based on employees’ career
development. This was rated low at average mean (mean = 2.58). This implied that
University’s appraisal strategy is not based on employees’ career development. Further,
results indicated that University’s appraisal strategy is bounded by employees
performance. This was ranked low at average mean (mean = 2.53), which suggested
that University’s appraisal strategy is not bounded by employees performance. Results
indicated that University normally trains its employees before demoting them. This was
graded low by average mean (mean = 2.38). This meant that University normally does
not train its employees before demoting them. Finally, results indicated that university
carries out regular appraisals for promotion. This was rated low by average mean
(mean = 2.32). This implied that university does not carry out regular appraisals for
promotion.
4.3.2 Descriptive statistics on employee performance
Table 4.4: Descriptive statistics on employee performance
№ Employee performance N Mean S.D Interpretation
1 My performance is recognized fairly in
this university
200 2.67 1.245 Moderate
2 My personal milestones are recognized
in my university
200 2.41 1.043 Low
3 In my university, employees’ hard work
is recognised
200 2.40 1.008 Low
4 My university addresses life problems
that get in the way of employees
performance
200 2.13 1.009 Low
5 In this university we are assisted in 200 2.06 1.076 Low
46
coping with workplace stress
6 I am motivated to do my best when
working for this university
200 2.59 1.368 Low
7 I am engaged in any recreational
activities for this university
200 2.44 1.128 Low
8 My personal objectives match with
university organizational objectives
200 2.74 1.132 Moderate
9 My job tasks conforms to designated
position
200 2.97 1.184 Moderate
10 I am rewarded competitive according to
industry standards
200 2.30 1.160 Low
Average mean 200 2.47 1.135 Low
Source: Primary Data, 2018
According to table 4.5, outcomes showed that level of employee performance of
Kampala International University is low and this was point out by the total mean of
2.47.
Outcomes indicated that workers’ performance is recognized fairly in this university.
This was moderately ranked and was showed by average mean (mean = 2.67). This
means that at Kampala International University, employees’ performance is fairly
recognized fairly in this university. Outcomes showed that workers’ personal milestones
are recognized in my university. This was assessed low as show by the average mean
(mean = 2.41). This implies that employees’ personal milestones are not recognized in
the university. Regarding university employees’ hard work is being recognised. It was
graded low with an average mean (mean = 2.40). This meant that at Kampala
International University, employees’ hard work is not recognised.
It was also indicated that university addresses life problems that get in the way of
employee’s performance. This was rated low at average mean (mean = 2.13). This
47
meant that university does not address life problems that get in the way of employee’s
performance. Further, results indicated that in this university we are assisted in coping
with workplace stress. This was ranked low at average mean (mean = 2.06). This
meant that at university employees are not assisted in coping with workplace stress.
Results indicated that employees are motivated to do their best when working for this
university. This was ranked low by average mean (mean = 2.59). This showed that
workers are not inspired to do their greatest when working for this university.
Outcomes specified that workers are involved in any recreational activities for this
university. This was ranked low by average mean (mean = 2.44). This suggested that
employees are not engaged in any recreational activities for this university.
Further, outcomes specified that workers’ personal objectives match with university
organizational objectives. This was moderately ranked at average mean (mean = 2.74).
This suggested that workers’ personal objectives match with university organizational
objectives. Results indicated that employees’ job tasks conforms to designated position.
This was moderately rated by average mean (mean = 2.97). This implied that
employees’ job tasks conform to designated position. Finally, results indicated that
employees are rewarded competitive according to industry standards. This was rated
low by average mean (mean = 2.30). This implied that employees are not rewarded
competitive according to industry standards.
4.4 Linear regression assumptions testing
4.4.1 Assumption of linear relationship
Table 4.5: Linear relationship assumption
Sum of
Squares
df Mean
Square
F Sig.
Employee
Performance*
Between
Groups
(Combined) 7294.788 76 95.984 2.923 .000
Linearity 2941.300 1 2941.300 89.585 .000
48
Human
Resource
Practices
Deviation from
Linearity 4353.488 75 58.047 1.768 .003
Within Groups 4038.392 123 32.832
Total 11333.180 199
Source: Primary Data, 2018
Calculated value of significance between the groups as per ANOVA table was
shown by 0.003 and by level of statistical significance of 0.05, 0.003 (calculated sig.
value) is below 0.05 and suggested that there is a linear relationship between human
resource practices and employee performance of Kampala international University.
Henceforth, assumption of linear relationship was positively tested.
4.4.2 Independent errors assumption
Table 4.6: Assumption of independent errors
Mode
l
R R
Square
Adjusted R
Square
Std. Error of
the Estimate
Durbin-
Watson
1 .610a .372 .356 6.05644 1.639
a. Predictors: (Constant), Performance Appraisal , Training and
Development, Compensation , Recruitment and Selection, Human
Resource Planning
b. Dependent Variable: Employee Performance
According to table 4.7, value of Durbin Watson statistic is 1.639. A rule of thumb
is that Durbin-Watson test statistic value of 2 means that there is no autocorrelation in
the sample and thus the residuals are independent. Whereas values approaching 0
indicate positive autocorrelation and values toward 4 indicate negative autocorrelation.
49
Therefore, according to this statistic, it implies that there is negative autocorrelation
between the residuals and thus they are independent implying that residuals are
uncorrelated. Therefore, independent error assumption was tested positive.
4.4.2 Assumption of multivariate normality
Figure 4.1: Multivariate normality assumption
Source: Primary Data, 2018
Figure above indicated that plots are normally circulated over the histogram
because skewness obtained was 0.000 and was below the level of significance of 0.05.
This point out that human resource practices and employee performance of Kampala
international University are usually dispersed. Henceforth, assumption of multivariate
normality was positively tested.
50
4.4.3 Assumption of no or little multicollinearity
Table 4.7: Correlation matrix for testing no or little multicollinearity
HRP R&S Comp. T&D PA EP
HRP
Pearson Correlation 1 .773** .531** .494** .703** .427**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 200 200 200 200 200 200
R&S
Pearson Correlation .773** 1 .564** .426** .664** .293**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 200 200 200 200 200 200
Comp.
Pearson Correlation .531** .564** 1 .380** .521** .423**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 200 200 200 200 200 200
T&D
Pearson Correlation .494** .426** .380** 1 .501** .453**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 200 200 200 200 200 200
PA
Pearson Correlation .703** .664** .521** .501** 1 .515**
Sig. (2-tailed) .000 .000 .000 .000 .000
N 200 200 200 200 200 200
EP
Pearson Correlation .427** .293** .423** .453** .515** 1
Sig. (2-tailed) .000 .000 .000 .000 .000
N 200 200 200 200 200 200
**. Correlation is significant at the 0.01 level (2-tailed).
Source: Primary Data, 2018
Calculated correlation matrix among all constructs of human resource practices
of human resource planning and recruitment and selection is 0.773,that between
recruitment and selection and compensation is 0.531, that between compensation and
51
training and development is 0.494 and computed matrix of Pearson’s bivariate
correlation training and development and performance appraisal is 0427. All calculated
correlation matrix among all constructs of human resource practices are less than 0.7
except that between human resource planning and recruitment and selection, which is
0.773. Further, the correlation coefficients between independent and dependant
variables is 0.000 and lower than 0.01. This suggested that constructs of human
resource practices are too extremely correlated with each other. Hence, assumption of
multicollinearity was positively tested.
4.5.1 Effect of human resource planning on employee performance of
Kampala International University
The regression outcomes shown in table 4.8A, 4.8B and 4.8C, depict the effect of
human resource planning on employee performance of Kampala International
University. Hypothesis testing was carried out and thumb rule was rejecting the null
hypothesis when computed value of significance by SPSS is smaller than 0.05. However,
to accept when otherwise.
Table 4.8A: Model summary
Model R R
Square
Adjusted R
Square
Std. Error of
the
Estimate
1 .427a .182 .178 6.84166
a. Predictors: (Constant), Human Resource Planning
Outcomes from table 4.8A, specify that R-square = 0.182, so, human resource planning
is a factor for employee performance at Kampala International University by 18.2%.
52
Table 4.8B: ANOVAa
Model Sum of
Squares
df Mean
Square
F Sig.
1
Regression 2065.144 1 2065.144 44.119 .000b
Residual 9268.036 198 46.808
Total 11333.180 199
a. Dependent Variable: Employee Performance
b. Predictors: (Constant), Human Resource Planning
Findings in table 4.8B showed that the calculated value of significance of human
resource planning is 0.000, and the value was smaller than 0.05 that is the level of
statistical significance. This showed that human resource planning has a statistical and
significant effect on employee performance of Kampala International University.
Table 4.8C: Coefficientsa
Model Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
B Std. Error Beta
1
(Constant) 15.920 1.409 11.298 .000
Human Resource
Planning .660 .099 .427 6.642 .000
a. Dependent Variable: Employee Performance
Findings tabulated in 4.8C, showed that human resource planning has a positive
(β=0.660), statistical and significant (p-value=0.000) effect on University’s employee
performance. The calculated value of significance for human resource planning was
0.000 and was smaller than 0.05; value of significance level. The standardised
coefficients beta value indicates that a unit increase in human resource planning leads
to an increase of 0.427 of employee performance at Kampala International University.
53
Therefore, human resource planning has a positive significant effect on employee
performance of Kampala International University. This depicts that human resource
planning at Kampala International University increases, with an increase in employee
performance whereas human resource planning decreases with a decrease in employee
performance.
Hypothesis testing: Ho1: There is no significant effect of human resource planning on
employee performance of Kampala International University. A sig-value of 0.000 for
human resource planning and employee performance is lower than level of significance
of 0.05 which made it necessary for the researcher to reject the null hypothesis.
4.5.2 Effect of recruitment and selection on employee performance of
Kampala International University
The effect of recruitment and selection on employee performance of Kampala
International University shown by regression results is depicted by table 4.9A, 4.9B and
4.9C. Hypothesis testing was carried out and thumb rule was rejecting the null
hypothesis when computed value of significance by SPSS is smaller than 0.05. However,
to accept when otherwise.
Table 4.9A: Model summary
Model R R
Square
Adjusted R
Square
Std. Error of
the
Estimate
1 .293a .086 .081 7.23422
a. Predictors: (Constant), Recruitment and Selection
Tabulated model summary results depicted that R-square = 0.086, implying that
recruitment and selection adds value towards employee performance of Kampala
International University by 8.6%.
54
Table 4.9B: ANOVAa
Model Sum of
Squares
df Mean
Square
F Sig.
1
Regression 971.058 1 971.058 18.555 .000b
Residual 10362.122 198 52.334
Total 11333.180 199
a. Dependent Variable: Employee Performance
b. Predictors: (Constant), Recruitment and Selection
Findings in table 4.9B showed that the calculated value of significance of recruitment
and selection is 0.000, and the value was smaller than 0.05 that is the level of statistical
significance. This showed that recruitment and selection has a statistical and significant
effect on employee performance of Kampala International University.
Table 4.9C: Coefficientsa
Model Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
B Std. Error Beta
1
(Constant) 19.587 1.295 15.130 .000
Recruitment and
Selection .287 .067 .293 4.308 .000
a. Dependent Variable: Employee Performance
Findings tabulated in 4.9C, showed that recruitment and selection has a positive
(β=0.287), statistical and significant (p-value=0.000) effect on University’s employee
performance. The calculated value of significance for recruitment and selection was
0.000 and was smaller than 0.05; value of significance level. The standardised
55
coefficients beta value indicates that a unit increase in recruitment and selection leads
to an increase of 0.293 of employee performance at Kampala International University.
Therefore, recruitment and selection has a positive significant effect on employee
performance of Kampala International University. This depicts that recruitment and
selection at Kampala International University increases, with an increase in employee
performance whereas recruitment and selection decreases with a decrease in employee
performance.
Hypothesis testing: Ho2: There is no significant effect of recruitment and selection on
employee performance of Kampala International University. A sig-value of 0.000 for
recruitment and selection and employee performance is lower than level of significance
of 0.05 which allowed the researcher to reject the null hypothesis.
4.5.3 Effect of compensation on employee performance of Kampala
International University
The regression results shown in table 4.10A, 4.10B and 4.10C, below show the effect of
compensation on employee performance of Kampala International University.
Hypothesis testing was carried out and thumb rule was rejecting the null hypothesis
when computed value of significance by SPSS is smaller than 0.05. However, to accept
when otherwise.
Table 4.10A: Model summary
Model R R
Square
Adjusted R
Square
Std. Error of
the
Estimate
1 .423a .179 .175 6.85394
a. Predictors: (Constant), Compensation
56
Tabulated model summary results depicted that R-square = 0.179, implying that
compensation adds value towards employee performance of Kampala International
University by 17.9%.
Table 4.10B: ANOVAa
Model Sum of
Squares
df Mean
Square
F Sig.
1
Regression 2031.823 1 2031.823 43.252 .000b
Residual 9301.357 198 46.977
Total 11333.180 199
a. Dependent Variable: Employee Performance
b. Predictors: (Constant), Compensation
Findings in table 4.10B showed that the calculated value of significance of
compensation is 0.000, and the value was smaller than 0.05 that is the level of
statistical significance. This showed that compensation has a statistical and significant
effect on employee performance of Kampala International University.
Table 4.10C: Coefficientsa
Model Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
B Std. Error Beta
1 (Constant) 16.515 1.337 12.352 .000
Compensation .607 .092 .423 6.577 .000
a. Dependent Variable: Employee Performance
57
Findings tabulated in 4.10C, showed that compensation has a positive (β=0.607),
statistical and significant (p-value=0.000) effect on University’s employee performance.
The calculated value of significance for compensation was 0.000 and was smaller than
0.05; value of significance level. The standardised coefficients beta value indicates that
a unit increase in compensation leads to an increase of 0.423 of employee performance
at Kampala International University. Therefore, compensation has a positive significant
effect on employee performance of Kampala International University. This depicts that
compensation at Kampala International University increases, with an increase in
employee performance whereas compensation decreases with a decrease in employee
performance.
Hypothesis testing: Ho3: There is no significant effect of compensation on employee
performance of Kampala International University. A sig-value of 0.000 for compensation
and employee performance is lower than level of significance of 0.05.Therefore the
researcher rejected the null hypothesis.
The researcher rejected the null hypothesis because the sig-value of 0.000 of
compensation and employee performance is less than level of significance of 0.05.
4.5.4 Effect of training and development on employee performance of
Kampala International University
The effect of training and development on employee performance of Kampala
International University shown by the regression results is depicted by table 4.11A,
4.11B and 4.11C. Hypothesis testing was carried out and thumb rule was rejecting the
null hypothesis when computed value of significance by SPSS is smaller than 0.05.
However, to accept when otherwise.
58
Table 4.11A: Model summary
Model R R
Square
Adjusted R
Square
Std. Error of
the
Estimate
1 .453a .205 .201 6.74479
a. Predictors: (Constant), Training and Development
Tabulated model summary results depicted that R-square = 0.205, implying that
training and development adds value towards employee performance of Kampala
International University by 20.5%.
Table 4.11B: ANOVAa
Model Sum of
Squares
df Mean
Square
F Sig.
1
Regression 2325.715 1 2325.715 51.123 .000b
Residual 9007.465 198 45.492
Total 11333.180 199
a. Dependent Variable: Employee Performance
b. Predictors: (Constant), Training and Development
Findings in table 4.11B showed that the calculated value of significance of training and
development is 0.000, and the value was smaller than 0.05 that is the level of statistical
significance. This showed that training and development has a statistical and significant
effect on employee performance of Kampala International University.
Table 4.11C: Coefficientsa
Model Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
59
B Std. Error Beta
1
(Constant) 13.495 1.639 8.232 .000
Training and
Development .678 .095 .453 7.150 .000
a. Dependent Variable: Employee Performance
Findings tabulated in 4.11C, showed that training and development has a positive
(β=0.678), statistical and significant (p-value=0.000) effect on University’s employee
performance. The calculated value of significance for training and development was
0.000 and was smaller than 0.05; value of significance level. The standardised
coefficients beta value indicates that a unit increase in training and development leads
to an increase of 0.453 of employee performance at Kampala International University.
Therefore, training and development has a positive significant effect on employee
performance of Kampala International University. This depicts that training and
development at Kampala International University increases, with an increase in
employee performance whereas training and development decreases with a decrease in
employee performance.
Hypothesis testing: Ho4: There is no significant effect of training and development on
employee performance of Kampala International University. A sig-value of 0.000 for
training and development and employee performance is lower than level of significance
of 0.05, this encouraged the researcher to reject the null hypothesis.
4.5.5 Effect of performance appraisal on employee performance of Kampala
International University
The effect of performance appraisal on employee performance of Kampala International
University shown by the regression results depicted by table 4.12A, 4.12B and 4.12C.
Hypothesis testing was carried out and thumb rule was rejecting the null hypothesis
when computed value of significance by SPSS is smaller than 0.05. However, to accept
when otherwise.
60
Table 4.12A: Model summary
Model R R
Square
Adjusted R
Square
Std. Error of
the
Estimate
1 .515a .265 .261 6.48706
a. Predictors: (Constant), Performance Appraisal
Tabulated model summary results depicted that R-square = 0.265, implying that
performance appraisal adds value towards employee performance of Kampala
International University by 26.5%.
Table 4.12B: ANOVAa
Model Sum of
Squares
df Mean
Square
F Sig.
1
Regression 3000.963 1 3000.963 71.312 .000b
Residual 8332.217 198 42.082
Total 11333.180 199
a. Dependent Variable: Employee Performance
b. Predictors: (Constant), Performance Appraisal
Findings in table 4.12B showed that the calculated value of significance of performance
appraisal is 0.000, and the value was smaller than 0.05 that is the level of statistical
significance. This showed that performance appraisal has a statistical and significant
effect on employee performance of Kampala International University.
61
Table 4.12C: Coefficientsa
Model Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
B Std. Error Beta
1
(Constant) 12.699 1.494 8.497 .000
Performance
Appraisal .685 .081 .515 8.445 .000
a. Dependent Variable: Employee Performance
Findings tabulated in 4.12C, showed that performance appraisal has a positive
(β=0.685), statistical and significant (p-value=0.000) effect on University’s employee
performance. The calculated value of significance for performance appraisal was 0.000
and was smaller than 0.05; value of significance level. The standardised coefficients
beta value indicates that a unit increase in performance appraisal leads to an increase
of 0.515 of employee performance at Kampala International University. Therefore,
performance appraisal has a positive significant effect on employee performance of
Kampala International University. This depicts that performance appraisal at Kampala
International University increases, with an increase in employee performance whereas
performance appraisal decreases with a decrease in employee performance.
Hypotheses testing: Ho5: There is no significant effect of performance appraisal on
employee performance of Kampala International University. A sig-value of 0.000 for
training and development and employee performance is lower than level of significance
of 0.05 which allowed the researcher to reject the null hypothesis.
62
4.5.6 Multiple regression analysis for human resource practices and
employee performance of Kampala International University
The multiple regression analysis for human resource practices and employee
performance of Kampala International University is shown by the regression results
depicted in table 4.13A, 4.13B and 4.13C.
Table 4.13A: Model summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .610a .372 .356 6.05644
a. Predictors: (Constant), PA , T&D, Comp., R&S, HRP
Tabulated model summary results depicted that R-square = 0.372, implying that human
resource practices of human resource planning, recruitment and selection,
compensation, training and development and performance appraisal adds value towards
employee performance of Kampala International University by 37.2%.
Table 4.13B: ANOVAa
Model Sum of Squares df Mean
Square
F Sig.
1
Regression 4217.161 5 843.432 22.994 .000b
Residual 7116.019 194 36.681
Total 11333.180 199
a. Dependent Variable: Employee Performance
b. Predictors: (Constant), PA , T&D, Comp. , R&S, HRP
Findings in table 4.13B showed that the calculated value of significance of human
resource practices of human resource planning, recruitment and selection,
compensation, training and development and performance appraisal is 0.000, and the
63
value was smaller than 0.05 that is the level of statistical significance. This showed that
human resource practices has a statistical and significant effect on employee
performance of Kampala International University.
Table 4.13C: Coefficientsa
Model Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
B Std. Error Beta
1
(Constant) 7.934 1.681 4.719 .000
HRP .278 .154 .180 1.801 .073
R&S -.307 .094 -.313 -3.273 .001
Comp. .328 .103 .229 3.197 .002
T&D .343 .102 .229 3.376 .001
PA .482 .115 .362 4.185 .000
a. Dependent Variable: Employee Performance
Findings tabulated in 4.13C, showed that human resource practices of recruitment and
selection, compensation, training and development and performance appraisal, has a
positive statistical and significant effect on University’s employee performance. The
calculated value of significance for human resource practices was 0.001, 0.002, 0.001
and 0.000 which are all smaller than 0.05; value of significance level. Whereas human
resource planning has no significant effect on employee performance. Therefore, to
quantify the strength of the relationship between the variables, researcher conducted a
multiple regression analysis. The regression equation was:
Y = β0 + β1X1 + β2X2 + β3X3 + β4X4+ β5X5 + ε……….(i)
Whereby
Y = employee performance; X1 = HR planning; X2 = recruitment and selection, X3 =
compensation, X4 = training and development X5 = performance appraisal. β1, β2, β3,
β4 and β5 = Regression Coefficients and ε = Error term normally distributed about a
mean of 0 and for purposes of computation ε is assumed to be 0. The equation was
64
solved by the use of statistical model where SPSS was applied. This offered a
quantitative and qualitative description of the objectives of the study.
The multiple regression equation was stated as
Y = 7.934 + 0.278 - 0.307+ 0.328 + 0.343+ 0.482 + (0.180)(-
0.313)(0.229)(0.229)(0.362)……….(ii)
CHAPTER FIVE
DISCUSSION OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
5.0 Introduction
In this section of the study concentrated on conclusions to the main results in
agreement with study objectives. It include recommendations for the research,
contribution to the knowledge and areas for forthcoming study.
65
5.1 Discussion of findings
5.1.1 Effect of human resource planning on employee performance of
Kampala International University
Study findings revealed that human resource planning has a positive statistical and
significant effect on employee performance of Kampala International University. Human
resource planning added value towards employee performance of Kampala
International University. Findings were congruent with Ngui (2015) who found a
positive relationship between strategic employee resourcing and employee performance
in commercial banks in Kenya. Kampala International University thus apply human
resource planning and is able to understand what specific characteristics it is searching
for in candidates and may thus improve the standard of hiring decisions. Findings
further imply that the university is ready to accomplish its objectives with additional
preciseness than any firm that's not capable to try and do so. However, Kampala
International University should develop and document strategies for human resource
planning so as to enhance employee and organizational performance. The study
findings were further in agreement with Le (2015) who found a strong association
between placement practices on employee performance in Kenya’s information
technology (IT) sector.
5.1.2 Effect of recruitment and selection on employee performance of
Kampala International University
Findings revealed that recruitment and selection has a positive, statistical and
significant effect on employee performance of Kampala International University. And so,
recruitment and selection are a reason for a discrepancy in employee performance of
Kampala International University.
These research results were in accordance with Shabbir (2014) who found a positively
correlated relationship between selection and training and employee’s performance.
66
Further, study findings agreed with Tooksoon (2011) and found out that recruitment
and selection comprehensively affect employee performance. When there is a strict
recruitment and selection system it assures selected employees of a sense of superiority
over the ones that were not selected which gives them high expectations of
performance, this shows that people are very important in an organisation. The
university has the initial process to evaluate its staff and this is often involved in
assessing the employees’ capabilities, skills and experience by the human resource
management committee. Recruitment and selection significantly enable the university to
identify and critically scrutinise the potential candidates’ skills and experience that are
required to effectively perform the tasks assigned on the job and this therefore helps
the university in achieving its set goals.
5.1.3 Effect of compensation on employee performance of Kampala
International University
Findings revealed that compensation has a positive, statistical and significant effect on
employee performance of Kampala International University. Hence, compensation adds
value to employee performance of Kampala International University. Same results were
apprehended by Hashim, Rafi, Kazmi, Ullah and Kee (2017) who found out that
organisations that routinely practice compensation systems that includes adequate
salary payments and allowances had registered positive attitudes about organisation’s
employees towards their performance. Also findings agreed with the study by Sheehan
(2014) who indicated that there is a clear positive and significant effect between
organisation’s compensation and university‘s lecturer performance and therefore, an
organisation’s top management that routinely utilise this practice effectively and
efficiently enhances its employees performance than any organisation that does not
possess this practice. This was further supplemented by Fei and Caesar (2018) who
stated that compensation plays a very significant role for major companies as an
opportunity in attracting and retaining skilled staffs. Since higher institutions of learning
are thought of as human capital intensive firms, compensation of a university staff plays
67
a good role in enabling the employees to register higher levels of competency spirit that
ultimately lead to their retention. Compensation programs contributes positively to staff
performance and is importantly connected to practices of innovative work like flexible
job style, cooperation of staff as a team to resolve the complex issues, develop
employees’ skills through coaching programs and employment security (Nam and Lee,
2018). Research by Kakar, Raziq and Khan (2017) indicated that compensations
statistically and significantly affect staff and company performance.
5.1.4 Effect of training and development on employee performance of
Kampala International University
Findings revealed that training and development have a positive, statistical and
significant effect on employee performance of Kampala International University. Thus,
training and development add value to employee performance of Kampala International
University.
Findings were in harmony with Altarawmneh and Al-Kilani (2010) who assessed the
effect of human resource practices on staff’ turnover intentions and their results
indicated that job analysis one of the concerns for effective training and development
significantly affects staffs’ turnover. Further results were in harmony with Nyberg,
Reilly, Essman and Rodrigues (2018), who posited that training and development
provides staff with required knowledge needed by different organisation’s post by
exceedingly gain from different training and development programs that provide them
with much confidence and prepares them for future jobs since they are able to provide
their services effectively and efficiently. More so, findings were in congruent with
Zakaria et al., (2017), who found out that training and development positively
contribute towards organisations’ employee performance. Their contribution was due to
obtained skills and abilities gained through training in different aspects of the
organisation’s unit(s). Consistently, Sum (2011) revealed that investment in training and
development boosts worker morale and will increase performance. In general, training
and development permits staff to accumulate bigger competencies that are required to
68
perform their jobs expeditiously and effectively (Zakaria et al., 2017). Solari and Della
Torre (2013) have disclosed that the perceived worker and firm performance are
significantly associated with effective training and development practices.
5.1.5 Effect of performance appraisal on employee performance of Kampala
International University
Findings revealed that performance appraisal has a positive, statistical and significant
effect on employee performance of Kampala International University. For that reason,
performance appraisal adds value towards employee performance of Kampala
International University. Employees develop attitudes that are more positive when they
receive favourable feedback from their superiors. Most importantly, University’s
employees have been fairly receiving the feedback on their performance and this has
saw many staffs improving their working tactics to achieve the set objectives.
Findings were in harmony with Deneire, Vanhoof, Gijbels and Van Petegem (2014) who
indicated that a greater percentage of the respondents are in need of the appraisal
system to improve organisation’s performance. A clear and fair performance appraisal
organisation’s practice consequently results in employees getting satisfied with their
work activities and workplace, get motivated to actively produce the same effective and
efficient results in the subsequent periodical sessions. Research has conjointly found
that staff develop additional positive attitudes after they receive favourable outcomes
from their management concerning their performance behaviours and feedback on
challenging assigned tasks (Tanveer et al., 2011). Management of various organisations
not only render feedback on assigned tasks but also renders great amount of social
support to its employees through staff meetings and programmed organisation’s come
together parties whereby much emphasis on work activities feedback is normally
provided to employees (Kakar, Raziq and Khan, 2017). This has affected employee
performance often since university’s employees have sat down around tables and set
strategies on how to improve in achieving set goals. This has enabled management to
implement a classic system for reducing labour prices by unilaterally increasing
69
performance standards and maintaining wages and benefits. Furthermore, due to
effective performance appraisal system, employees’ resistances within the sort of
strikes, high grievance rates and adversarial labour relations normally have reduced and
are not further found to be extraordinarily pricey to companies in terms of productivity
and quality.
5.2 Conclusions of the study
Establishing the relationship between human resource practices and employee
performance of Kampala International University was the main aim.
It was concluded that human resource planning positively and significantly influences
employee performance of Kampala International University. In addition, it was finally
concluded that increase in human resource planning brings about an increase on
employee performance of Kampala International University and a decrease in human
resource planning causes a decrease in employee performance.
In addition, it was concluded that recruitment and selection positively and significantly
influences employee performance of Kampala International University. In addition, it
was finally concluded that increase in recruitment and selection brings about an
increase on employee performance of Kampala International University and a decrease
in recruitment and selection causes a decrease in employee performance.
It was concluded that compensation positively and significantly influences employee
performance of Kampala International University. In addition, it was finally concluded
that increase in compensation brings about an increase on employee performance of
Kampala International University and a decrease in compensation causes a decrease in
employee performance.
Further, it was concluded that training and development positively and significantly
influences employee performance of Kampala International University. In addition, it
was finally concluded that increase in training and development brings about an
70
increase on employee performance of Kampala International University and a decrease
in training and development causes a decrease in employee performance.
It was concluded that performance appraisal positively and significantly influences
employee performance of Kampala International University. In addition, it was finally
concluded that increase in performance appraisal brings about an increase on employee
performance of Kampala International University and a decrease in performance
appraisal causes a decrease in employee performance.
5.3 Recommendations
The following recommendations were suggested by the researcher and are based on
the research objectives of the study;
With respect to human resource planning, Kampala International University should
make clear promotion possibilities to its employees so that employees strategically plan
in building their human resource career. Employees at KIU should get clear information
from the management on promotion criteria. This should be based on clear and fair
justice. Further, University should plan for the career and development of its
employees and thus employees should be provided with advancement of career
opportunities like enrolling for their master and Doctor of Philosophy (PhD). In addition,
University should prefer an internal employee whenever a vacancy opens up since these
have more knowledge on how the system works and had frequently performed those
activities. This will reduce on costs of external sourcing and the efficiency of the new
employee in meeting the already set standards.
With regard to recruitment and selection, Kampala International University should
advertise its job postings to the public during recruitment such that reputation can be
enhanced and also will create more opportunities for its students after their studies.
This will help in selecting from a diverse source of people with different knowledge,
skills and attitudes. University should normally conduct formal induction and orientation
71
to help new recruits understand the university very well. University’s selection system
should select those having the desired knowledge, skills and attitude. Apart from
external employees being given opportunity at a time of recruitment and selection,
internally qualified employees should be given the same opportunity to fill the vacancies
as well.
With regard to compensation, Kampala International University should pay for
employee performance according to the roles and responsibilities of the job. University’s
employees should be rewarded based on their performance and compensation
packages should be improved to encourage employees to achieve university’s
objectives. University should always recognise and reward its employees appropriately
per semester. Employees who have been recognised due to their critical performance
should receive bonuses as a mechanism to reward higher performance which should
include financial benefits or free tuition for a certain course. In addition University’s job
performance should be used to determine the incentive compensation of employees in
a way that different packages of rewards can be granted to students.
With respect to training and development, Kampala International University should
discuss training needs with its employees at the University through workshop trainings
with different colleges and schools and departments. University should dedicate budget
to training and development every year and every employee should go through various
training programmes every year which will help the employees to acquire the needed
skills.
With regard to performance appraisal, Kampala International University’s appraisal data
should appropriately be used for promotion, job rotation, training, compensation,
transfers and discharge. The information gathered should be effectively evaluated and
be archived for future references and decision making. Thus outstanding employees
should be focused on maintenance whereas the weak employees will be taken through
training programs. University’s appraisal system should focus on growth and
development oriented objectives such as career development of its employees.
72
University should establish well-defined performance management strategy. University’s
retraining, redeployment and employability should take precedence over downsizing in
the university.
5.4 Contribution to knowledge
The study contributed to existing knowledge in the following ways; To the
management, the study developed great ideas for the management of Kampala
International University about more human resource practices (Smyth, 2004); which
included human resource planning, recruitment and selection, compensation, training
and development and performance appraisal; that have been analyzed and will help
University to make priorities in order to meet its objectives as these among others
affect its employee performance (Muguongo, Muguna and Muriithi, 2015). The
university will publish clear budgets for the year in regard to the human resource
practices to be brought on board each semester and this will enable the University’s
management in making appropriate savings for future activities. To the KIU community,
the study findings helped Kampala International University employees for
comprehensively submit their long time challenges to the management to provide
possible and appropriate solutions (Wehrmeyer, 2017). This will improve on employee
performance once they receive the feedback to these challenges. To academicians, the
study clearly discussed constructs of independent and dependent variables and clearly
indicated the gaps that existed from previous studies as explained from the discussion
of the findings section.
5.5 Areas for future research
Future research should investigate generalization of the findings beyond the Kampala
International University. In addition, the scope of further research should be extended
and consider more universities either private or public. In addition more human
resource practice variables should be considered in evaluating the effect of employee
performance.
73
REFERENCES
Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals
and teams, organizations, and society. Annual review of psychology, 60, 451-
474.
Akhigbe, O. J. (2013). Human resource planning: A key factor in ensuring the
effectiveness and efficiency of organization. Journal of Emerging Trends in
Economics and Management Sciences, 4(4), 388.
74
Al Wahshi, A. S. (2016). Human resource planning practices in the Omani Public Sector:
An exploratory study in the Ministry of Education in the Sultanate of Oman.
Altarawmneh, I., & Al-Kilani, M. H. (2010). Human resource management and turnover
intentions in the Jordanian hotel sector. Research and Practice in Human
Resource Management, 18(1), 46-59.
Al-Zahrani, A. A., & Almazari, A. A. (2014). The effect of affective human resources
management practices on the financial performance of the Saudi banks.
Review of Integrative Business and Economics Research, 3(1), 327.
Amin, M., Khairuzzaman W., Zaleha S., & Daverson R. (2014). The effect of human
resource management practices on performance: Evidence from a Public
University. The TQM Journal, 26(2), 125-142.
Anis Safwanah, A. (2015). The effect of human resource management practices on job
satisfaction in FELCRA Berhad (Doctoral dissertation, Universiti Utara
Malaysia).
Anitha, J. (2014). Determinants of employee engagement and their effect on employee
performance. International journal of productivity and performance
management, 63(3), 308.
Antunes, H., & Nunes, A. (2018). Specific Practices of Human Resource Management in
the Creation and Development of Micro and Small Firms. Entrepreneurship
and the Industry Life Cycle: The Changing Role of Human Capital and
Competences, 137.
Armstrong, M., Brown, D., & Reilly, P. (2010). Evidence-based reward management:
Creating measurable business effect from your pay and reward practices.
Kogan Page Publishers.
75
Asiedu-Appiah, F., Aduse-Poku, O., & Abeeku-Bamfo, B. (2013). An investigation into
recruitment and selection practices of small and medium enterprises:
Evidence from Ghana.
Barnes, E., & Adam, C. (2018). The Importance of Human Resources in a Globalised
Economy: A Conceptual Framework. Canadian Journal of Applied Science and
Technology, 5(2).
Barney, J. B., Ketchen Jr, D. J., & Wright, M. (2011). The future of resource-based
theory: revitalization or decline?. Journal of management, 37(5), 1299-1315.
Barrett, R., & Mayson, S. (2007). Human resource management in growing small firms.
Journal of Small Business and Enterprise Development, 14(2), 307-320.
Becker, B. E., & Huselid, M. A. (2006). Strategic human resources management: where
do we go from here?. Journal of management, 32(6), 898-925.
Bendickson, J., Muldoon, J., Ligouri, E., & Midgett, C. (2017). High performance work
systems: A necessity for startups. Journal of Small Business Strategy.
Blickle, G., Schütte, N., & Wihler, A. (2018). Political will, work values, and objective
career success: A novel approach–The Trait-Reputation-Identity Model.
Journal of Vocational Behavior, 107, 42-56.
Boice, D. F., & Kleiner, B. H. (1997). Designing effective performance appraisal
systems. Work study, 46(6), 197-201.
Boon, C., Belschak, F. D., Den Hartog, D. N., & Pijnenburg, M. (2014). Perceived human
resource management practices. Journal of Personnel Psychology.
Boon, C., Den Hartog, D. N., Boselie, P., & Paauwe, J. (2011). The relationship between
perceptions of HR practices and employee outcomes: examining the role of
76
person–organisation and person–job fit. The International Journal of Human
Resource Management, 22(01), 138-162.
Boxall, P., & Purcell, J. (2011). Strategy and human resource management. Macmillan
International Higher Education.
Chandler, G. N., & McEvoy, G. M. (2000). Human resource management, TQM, and firm
performance in small and medium-size enterprises. Entrepreneurship Theory
and Practice, 25(1), 43-58.
Chandrasekar, K. (2011). Workplace environment and its effect on organisational
performance in public sector organisations. International journal of enterprise
computing and business systems, 1(1), 1-19.
Chen, C. J., & Huang, J. W. (2009). Strategic human resource practices and innovation
performance—The mediating role of knowledge management capacity.
Journal of business research, 62(1), 104-114.
Chung, Y., & Colakoglu, S. (2018). A closer examination of how human resource
management systems effect social and human capital in organisations.
International Journal of Learning and Intellectual Capital, 15(2), 119-136.
Cohen, P., West, S. G., & Aiken, L. S. (2014). Applied multiple regression/correlation
analysis for the behavioral sciences. Psychology Press.
Conger, J. A., & Kanungo, R. N. (1988). The empowerment process: Integrating theory
and practice. Academy of management review, 13(3), 471-482.
Cooke, W. N. (1992). Product quality improvement through employee participation: The
effects of unionization and joint union-management administration. ILR
Review, 46(1), 119-134.
77
Daft, R. L., Murphy, J., & Willmott, H. (2010). Organization theory and design. Cengage
learning EMEA.
Den Hartog, D. N., Boselie, P., & Paauwe, J. (2004). Performance Management: A
model and research agenda. Applied Psychology: An International Review,
53(4), 556-569.
Deneire, A., Vanhoof, J., Gijbels, J. F. D., & Van Petegem, P. (2014). Characteristics of
appraisal systems that promote job satisfaction of teachers. Education
Research and Perspectives (Online), 41, 94.
Ebong, C. D., Mwosi, F., Mutesigensi, D., Eton, M., & Ogwel, B. P. (2018). Human
Resource Capabilities, Financial Support and Enterprise Development in
Nebbi District, West Nile Region Uganda. International Journal of Emerging
Research in Management and Technology (IJERMT), 7(5), 14-24.
Fako, T. T., Nkhukhu-Orlando, E., Wilson, D. R., Forcheh, N., & Linn, J. G. (2018).
Factors associated with organizational commitment of academic employees in
Botswana. International Journal of Educational Administration and Policy
Studies, 10(6), 56-64.
Fei, J., & Caesar, L. D. (2018). Workforce mobility, career pathways, and employee
retention. In Managing Human Resources in the Shipping Industry (pp. 129-
155). Routledge.
Foster, W. M., Hassard, J. S., Morris, J., & Wolfram Cox, J. (2019). The changing nature
of managerial work: The effects of corporate restructuring on management
jobs and careers. Human Relations, 72(3), 473-504.
Gope, S., Elia, G., & Passiante, G. (2018). The effect of HRM practices on knowledge
management capacity: a comparative study in Indian IT industry. Journal of
Knowledge Management, 22(3), 649-677.
78
Hallberg, U. E. & W. B. Schaufeli (2006), “Same” but different? Can work engagement
be discriminated from job involvement and organizational commitment?
European Psychologist, Volume 11(2), pp. 119-127.
http://dx.doi.org/10.1027/1016-9040.11.2.119
Hameed, A., Ramzan, M., & Zubair, H. M. K. (2014). Effect of compensation on
employee performance (empirical evidence from banking sector of Pakistan).
International Journal of Business and Social Science, 5(2).
Hashim, M., Rafi, S., Kazmi, S. S. A., Ullah, M., & Kee, D. M. H. (2017). Effect Of
Human Resource Practices On Perceived Performance: A Study Of Teaching
Faculty In Private Universities Of Peshawar, Pakistan.
Heneman III, H. G., & Berkley, R. A. (1999). Applicant attraction practices and
outcomes among small businesses. Journal of small business management,
37(1), 53.
Heraty, N., & Morley, M. (1998). In search of good fit: policy and practice in recruitment
and selection in Ireland. Journal of Management Development, 17(9), 662-
685.
Ilyas, M., & Mahmood, K. (2018). Human Resource Practices and Organizational
Performance in Pakistan: An Empirical Study on Pharmaceutical Industries.
Pakistan Business Review, 20(1), 137-148.
Ishizaka, A., & Pereira, V. E. (2016). Portraying an employee performance management
system based on multi-criteria decision analysis and visual techniques.
International Journal of Manpower, 37(4), 628-659.
Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource
management influence organizational outcomes? A meta-analytic
79
investigation of mediating mechanisms. Academy of management Journal,
55(6), 1264-1294.
Kakar, P., Raziq, A., & Khan, F. (2017). Effect of Human Resource Management
Practices on Employee Retention: A Case of Banking Sector in Quetta
Baluchistan. Journal of Management Info, 4(3), 5-11.
Kakumba, U., Wamala, R., & Wanyama, S. B. (2014). Employment relations and
bullying in academia: A case of academic staff at Makerere University.
Journal of Diversity Management (Online), 9(1), 63.
Kampala International University. (2017). Human Resource Department Manual.
Kampala International University. (2018). Payroll Annual Report.
Khasawneh, S. (2011). Human capital planning in higher education institutions: A
strategic human resource development initiative in Jordan. International
Journal of Educational Management, 25(6), 534-544.
Kianto, A., Sáenz, J., & Aramburu, N. (2017). Knowledge-based human resource
management practices, intellectual capital and innovation. Journal of
Business Research, 81, 11-20.
Le, P. T. (2015). Human resources development: induction programs-difficulties,
impacts and solutions.
Leiter, M. P., & Bakker, A. B. (2010). Work engagement: A handbook of essential theory
and research. Psychology press.
Leonard, J. S. (1990). Executive pay and firm performance. ILR Review, 43(3), 13-S.
Lew, T. Y. (2009), “Perceived organisational support: Linking human resource
management practices with affective organisational commitment,
80
professional commitment and turnover intention”, The Journal of
International Management Studies, Vol.4, No.2, pp.104-115
Lowe, J., & Oliver, N. (1991). The high commitment workplace: Two cases from a hi-
tech industry. Work, Employment and Society, 5(3), 437-450.
Macey, W. H. & B. Schneider (2008). The meaning of employee engagement. Industrial
and Organizational Psychology, Volume 1(1), 3-30.
http://dx.doi.org/10.1111/j.1754-9434.2007.0002.x
Martell, K., & Carroll, S. J. (1995). Which executive human resource management
practices for the top management team are associated with higher firm
performance?. Human Resource Management, 34(4), 497-512.
Marura, N. (2018). Effect of Strategic Human Resource Management Practices on
Employee Performance in Institutions of Higher Learning: A Case Study of
United States International University–Africa (Doctoral dissertation, United
States International University-Africa).
Matovu, I. (2014). Teacher recruitment, deployment and retention in Uganda's
Secondary schools (Doctoral dissertation, Makerere University).
McWilliams, A., & Siegel, D. S. (2011). Creating and capturing value: Strategic
corporate social responsibility, resource-based theory, and sustainable
competitive advantage. Journal of Management, 37(5), 1480-1495.
Mone, E. M., & London, M. (2018). Employee engagement through effective
performance management: A practical guide for managers. Routledge.
Montgomery, C. A. (Ed.). (2011). Resource-based and evolutionary theories of the firm:
towards a synthesis. Springer Science & Business Media.
81
Muguongo, M. M., Muguna, A. T., & Muriithi, D. K. (2015). Effects of compensation on
job satisfaction among secondary school teachers in Maara Sub-County of
Tharaka Nithi County, Kenya. Journal of Human Resource Management, 3(6),
47-59.
Mullins, J. L. (2002). Management and Organizational Behaviour, Prentice Hall.
Nagano, H. (2019). The growth of knowledge through the resource-based view.
Management Decision.
Nam, J., & Lee, H. (2018). High commitment human resource practices and employee
behavior: a multi-level analysis. International Journal of Manpower, 39(5),
674-686.
Ngui, T. K. (2015). Effect of human resource management strategies on performance of
commercial banks in Kenya (Doctoral dissertation).
Nieves, J., & Quintana, A. (2018). Human resource practices and innovation in the hotel
industry: The mediating role of human capital. Tourism and Hospitality
Research, 18(1), 72-83.
Noe, R. A. Holenbeck, J. R., Gerhart, B & Wright, P.M. (2006). Human Resource
Management: Gaining A Competitive Advantage, 5th ed. Ney York: Mcgraw-
Hill/Irvin.
Noe, R. A., Hollenbeck, J. R., Gerhart, B. & Wright, P. M. (2004). Fundamentals of
human resource management. New York: Mc-Graw-Hill Companies, Inc.
Nyberg, A., Reilly, G., Essman, S., & Rodrigues, J. (2018). Human capital resources: a
call to retire settled debates and to start a few new debates. The
International Journal of Human Resource Management, 29(1), 68-86.
82
Olson, E. M., Slater, S. F., Hult, G. T. M., & Olson, K. M. (2018). The application of
human resource management policies within the marketing organization: The
effect on business and marketing strategy implementation. Industrial
Marketing Management, 69, 62-73.
Oso, W. Y., & Onen, D. (2005). A General Guide to writing Research Report and Report:
A handbook for Beginning Researchers.
Pradhan, R. K., & Jena, L. K. (2017). Employee performance at workplace: Conceptual
model and empirical validation. Business Perspectives and Research, 5(1),
69-85.
Purcell, J., & Kinnie, N. (2007). HRM and business performance.
Quality Assurance Directorate Report. (2017). Lecture Attendance Report for the
Modular Session August- September, 2017. 1, 21st ser. Retrieved September
5, 2017.
Radel, J. (2019). Human Resources Management and Human Resources Development.
Handbook of Vocational Education and Training: Developments in the
Changing World of Work, 1-24.
Rummler, G. A., & Brache, A. P. (2012). Improving performance: How to manage the
white space on the organization chart. John Wiley & Sons.
Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). The science of
training and development in organizations: What matters in practice.
Psychological science in the public interest, 13(2), 74-101.
Schleicher, D. J., Baumann, H. M., Sullivan, D. W., & Yim, J. (2019). Evaluating the
effectiveness of performance management: A 30-year integrative conceptual
review. Journal of Applied Psychology.
83
Sekhar, C., Patwardhan, M., & Vyas, V. (2017). Causal modelling between human
capital and firm performance indicators: an IT industries' perspective.
International Journal of Learning and Intellectual Capital, 14(3), 277-294.
Shabbir, M. S. (2014). The effect of human resource practices on employee perceived
performance in pharmaceutical sector of Pakistan. African Journal of Business
Management, 8(15), 626-632.
Sheehan, M. (2014). Human resource management and performance: Evidence from
small and medium-sized firms. International Small Business Journal, 32(5),
545-570.
Shen, J., & Edwards, V. (2004). Recruitment and selection in Chinese MNEs. The
International Journal of Human Resource Management, 15(4-5), 814-835.
Slavković, M., Pavlović, G., & Simić, M. (2018). Employee recruitment and its
relationship with employee satisfaction: Verifying the mediating role of the
employer brand. Ekonomski horizonti, 20(2), 127-139.
Smith, R., & Lynch, D. (2010). Rethinking teacher education. Lulu. com.
Smyth, R. (2004). Exploring the usefulness of a conceptual framework as a research
tool: a researcher's reflections. Issues in educational research, 14(2), 167.
Solari, L., & Della Torre, E. (2013). From Practices to Processes: High Performance
Work Systems and Integrity. In Integrity in Organizations (pp. 146-173).
Palgrave Macmillan, London.
Ssozi, C. G. (2018). Human Resource Management Practices, Employee Engagement
and Employee Performance in Kamwenge district health sector.
84
Su, Z. X., Wright, P. M., & Ulrich, M. D. (2018). Going beyond the SHRM paradigm:
Examining four approaches to governing employees. Journal of Management,
44(4), 1598-1619.
Sum, V. (2011). Integrating training in business strategies means greater effect of
training on the firm’s competitiveness.
Sumelius, J., Björkman, I., Ehrnrooth, M., Mäkelä, K., & Smale, A. (2014). What
determines employee perceptions of HRM process features? The case of
performance appraisal in MNC subsidiaries. Human Resource Management,
53(4), 569-592.
Taamneh, M., Athamneh, S., & Nsairat, B. A. (2017). The effect of administrators' work-
related ethics on practicing human resource management functions at
Jordanian universities. International Journal of Public Sector Performance
Management, 3(3), 337-354.
Tooksoon, H. M. P. (2011). Conceptual framework on the relationship between human
resource management practices, job satisfaction, and turnover. Journal of
Economics and Behavioral Studies, 2(2), 41-49.
Vance, C. M., & Paik, Y. (2015). Managing a global workforce. Routledge.
Vaswani, V. V. (2018). Employee Perceptions of the Work Environment and Customer
Perceptions of Service Quality.
Wehrmeyer, W. (2017). Greening people: Human resources and environmental
management. Routledge.
Yousef, D. A. (2017). Organizational commitment, job satisfaction and attitudes toward
organizational change: A study in the local government. International Journal
of Public Administration, 40(1), 77-88.
85
Zakaria, M. N., Yasoa, M. R., Ghazali, M. S., Ibrahim, M. A. H., & Ismail, M. (2017).
Integration of employee development practices and organisational
performance of local government. Institutions and Economies, 61-79.
Zhu, C. J., & Dowling, P. J. (2002). Staffing practices in transition: some empirical
evidence from China. International Journal of Human Resource Management,
13(4), 569-597.
86
APPENDICES
APPENDIX I
QUESTIONNAIRE
Collection of relevant information from selected staff to aid in the assessment of the
effect of HR practices on performance of organisation is what the survey is intended to
do. The information collected is strictly meant for academic purpose and it would be
treated with the utmost confidentiality and shall be used only for the intended purpose.
Your frank opinion is highly solicited. It will be much appreciated if you could spare
some minutes to complete this questionnaire.
Thank you.
SECTION A: BIO DATA
1. Age (in years): Please tick (√)
20 – 30 31 – 40 41 – 50
51 – 60 61 and above
2. Gender: Please tick (√)
Male Female
3. Marital status: Please tick (√)
Single Married Divorced Widowed
4. Highest level of education: Please tick (√)
PhD Master’s Degree Bachelor’s Degree Diploma
87
5. How many years have you worked for this university?
1-3 4-6 7-10 10 and above
6. Job title……………………………….
Please indicate the extent to which you disagree or agree with each of the following
statements below with regards to HR practices by marking with a tick (√) using a scale
stretching from 1= strongly disagree, 2 = disagree, 3 = not sure, 4 = agree, and 5 =
strongly agree.
SECTION C: HR practices in Kampala International University
№ Human resource practices SD D NS A SA
Human Resource Planning
1 University highly values career development of its
employees
2 University provides room for supervisors to discuss with
subordinates on their career plans
3 Employees are clear about promotion possibilities
4 University plans for the career and development of its
employees
5 University prefers an internal employee whenever a vacancy
opens up
Recruitment and Selection
1 Appointments in this university on merit
2 Required information about the job is normally given to
applicants before their employment
3 University normally advertises its job postings to potential
candidates before recruitment and selection
4 University’s selected employees are always oriented on what
88
their job entails before their work starts
5 University’s departmental administrators and HR managers
participate in selection of viable employees
6 Selection committee choses candidates with required skills
and experience
7 Vacancies are filled from qualified employees internally
Compensation
1 University’s pay for performance boosts performance
2 Employees are rewarded according to their performance
3 Compensation packages encourage employees to perform
towards the university’s objectives
4 Outstanding employees receive recognitions annually
5 As a method of recognition, University normally shares its
profit to outperforming employees
6 University’s job performance is used to determine the
incentive compensation of employees
Training and Development
1 Training needs are discussed with employees at the
University
2 There is a training strategy and coherent training
programme in the University
3 Training and development programs considers university
and employees’ needs concurrently
4 Only realistic and useful training programs are normally
implemented by the university
5 University’s management has always budgeted for training
and development per semester
6 Every employee goes through various training programmes
every year
89
Performance Appraisal
1 In this university, employees are provided performance
based feedback and counselling
2 Data obtained through performance appraisal process is
normally for effecting important decisions
3 University’s management has put in place strategies of
determining low employee performance
4 University’s appraisal strategy is based on employees’ career
development
5 University’s appraisal strategy is bounded by employees
performance
6 University normally trains its employees before demoting
them
7 University carries out regular appraisals for promotion
SECTION D: Employee Performance in KIU
Please indicate the extent to which you disagree or agree with each of the following
statements below with regards to employee performance by marking with a tick (√)
using a scale stretching from 1= strongly disagree, 2 = disagree, 3 = not sure, 4 =
agree, and 5 = strongly agree.
№ Employee Performance SD D NS A SA
1 My performance is recognized fairly in this university
2 My personal milestones are recognized in my university
3 In my university, employees’ hard work is Appreciated
4 My university addresses life problems that get in the way of
employees performance
5 In this university we are assisted in coping with workplace
stress
90
6 I am motivated to do my best when working for this
university
7 I am engaged in any recreational activities for this university
8 My personal objectives match with university organizational
objectives
9 My job tasks conforms to designated position
10 I am rewarded competitive according to industry standards
“Thank your time”
91
APPENDIX II
FIELD ATTACHMENT LETTER
92
APPENDIX III
HUMAN RESOURCE PRACTICES DESCRIPTIVE STATISTICS
№ Human resource practices N Mean S.D Interpretation
Human Resource Planning
1 University highly values career
development of its employees
200 3.16 1.495 Moderate
2 University provides room for supervisors
to discuss with subordinates on their
career plans
200 2.64 1.112 Moderate
3 Employees are clear about promotion
possibilities
200 2.51 1.147 Low
4 University plans for the career and
development of its employees
200 2.50 1.215 Low
5 University prefers an internal employee
whenever a vacancy opens up
200 2.49 1.248 Low
Average mean 200 2.66 1.2434 Moderate
Recruitment and Selection
1 Appointments in this university on merit 200 2.58 1.358 Low
2 Required information about the job is
normally given to applicants before their
employment
200 2.76 1.398 Moderate
3 University normally advertises its job
postings to potential candidates before
recruitment and selection
200 2.50 1.326 Low
4 University’s selected employees are
always oriented on what their job entails
before their work starts
200 2.59 1.273 Low
5 University’s departmental administrators 200 2.68 1.210 Moderate
93
and HR managers participate in
selection of viable employees
6 Selection committee choses candidates
with required skills and experience
200 2.32 1.259 Low
7 Vacancies are filled from qualified
employees internally
200 2.41 1.261 Low
Average mean 200 2.55 1.298 Low
Compensation
1 University’s pay for performance boosts
performance
200 2.39 1.275 Low
2 Employees are rewarded according to
their performance
200 2.21 1.122 Low
3 Compensation packages encourage
employees to perform towards the
university’s objectives
200 2.16 1.114 Low
4 Outstanding employees receive
recognitions annually
200 2.47 1.160 Low
5 As a method of recognition, University
normally shares its profit to
outperforming employees
200 2.17 1.071 Low
6 University’s job performance is used to
determine the incentive compensation of
employees
200 2.12 1.096 Low
Average mean 200 2.25 1.140 Low
Training and Development
1 Training needs are discussed with
employees at the University
200 2.81 1.184 Moderate
2 There is a training strategy and coherent
training programme in the University
200 2.89 1.131 Moderate
94
3 Training and development programs
considers university and employees’
needs concurrently
200 3.06 1.069 Moderate
4 Only realistic and useful training
programs are normally implemented by
the university
200 3.02 1.116 Moderate
5 University’s management has always
budgeted for training and development
per semester
200 2.47 1.240 Low
6 Every employee goes through various
training programmes every year
200 2.29 1.258 Low
Average mean 200 2.76 1.166 Moderate
Performance Appraisal
1 In this university, employees are
provided performance based feedback
and counselling
200 2.72 1.170 Moderate
2 Data obtained through performance
appraisal process is normally for
effecting important decisions
200 2.33 1.225 Low
3 University’s management has put in
place strategies of determining low
employee performance
200 2.66 .994 Moderate
4 University’s appraisal strategy is based
on employees’ career development
200 2.58 .953 Low
5 University’s appraisal strategy is
bounded by employees performance
200 2.53 .992 Low
6 University normally trains its employees
before demoting them
200 2.38 1.114 Low
7 University carries out regular appraisals 200 2.32 1.168 Low
95
for promotion
Average mean 200 2.50 1.088 Low
Source: Primary Data, 2018