human resource practices and employee performance …

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

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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: _______________

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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

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DEDICATION

To my parents who sustained me from end to end in my education career and Hajji

Hassan Basajjabalaba who offered me this scholarship.

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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.

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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

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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

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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


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


4.5.5 Effect of performance appraisal on employee performance of Kampala


4.5.6 Multiple regression analysis for human resource practices and employee

performance of Kampala International University ................................................... 62

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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


5.1.2 Effect of recruitment and selection on employee performance of Kampala


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




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

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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 4.11B: ANOVAa ........................................................................................... 58



Table 4.12B: ANOVAa ........................................................................................... 60



Table 4.13B: ANOVAa ........................................................................................... 62


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LIST OF FIGURES

Figure 2.1: Conceptual framework of human resource practices and employee

performance ........................................................................................................ 16

Figure 4.1: Multivariate normality assumption ....................................................... 49

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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

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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’

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challenges have been comprehensively submitted to the management to provide possible and appropriate solutions.

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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),

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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

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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

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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.

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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.

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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

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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

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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


(v) To find the effect of performance appraisal on employee performance at


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


(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


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(v) What is the effect of performance appraisal on employee performance at


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


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


H05: There is no significant effect of performance appraisal on employee


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).

https://en.wikipedia.org/wiki/Kansanga

https://en.wikipedia.org/wiki/Makindye_Division

https://en.wikipedia.org/wiki/Kampala

https://en.wikipedia.org/wiki/Ggaba

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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.

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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.

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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.

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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

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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

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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

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(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

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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

https://www.investopedia.com/terms/h/humanresources.asp

https://www.investopedia.com/terms/f/forecasting.asp

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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,

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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

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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

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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.

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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

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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).

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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.

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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

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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

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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.

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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.

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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.

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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)

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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.

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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


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


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


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


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


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.

http://www.restore.ac.uk/srme/www/fac/soc/wie/research-new/srme/glossary/index31e8.html?selectedLetter=C#correlation

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).


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


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


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.


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


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.



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


Findings tabulated in 4.9C, showed that recruitment and selection has a positive


performance. The calculated value of significance for recruitment and selection was


55

coefficients beta value indicates that a unit increase in recruitment and selection leads


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


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.


Model R R

Square

Adjusted R

Square

Std. Error of

the

Estimate

1 .423a .179 .175 6.85394

a. Predictors: (Constant), Compensation

56


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


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




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


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


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


Model R R

Square

Adjusted R

Square

Std. Error of

the

Estimate

1 .453a .205 .201 6.74479

a. Predictors: (Constant), Training and Development


training and development adds value towards employee performance of Kampala


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


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




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


Findings tabulated in 4.11C, showed that training and development has a positive


performance. The calculated value of significance for training and development was


coefficients beta value indicates that a unit increase in training and development leads


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


Hypothesis testing: Ho4: There is no significant effect of training and development on


training and development and employee performance is lower than level of significance

of 0.05, this encouraged the researcher to reject the null hypothesis.



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


Model R R

Square

Adjusted R

Square

Std. Error of

the

Estimate

1 .515a .265 .261 6.48706

a. Predictors: (Constant), Performance Appraisal


performance appraisal adds value towards employee performance of Kampala


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


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


61



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


Findings tabulated in 4.12C, showed that performance appraisal has a positive


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


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.


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


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




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


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


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


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


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


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.



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


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

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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

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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

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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


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


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

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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

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