Human resource management practices and employee performance at Sironko district local government

Abstract

The study set out to examine the effect of human resource management practices on employee performance in Sironko DLG. The study was guided by three objectives namely,(i)to assess the effect of recruitment processes on employee performance in Sironko District Local Government; (ii) to establish the effect of training programs on employee performance in Sironko District Local Government and (iii) to examine the effect of reward management on employee performance in Sironko District Local Government. The study applied a cross-sectional survey design and utilized both qualitative and quantitative research approaches. The study population was 117 employees from which a sample of size of 90 respondents was selected. The findings showed that Human Resource management practices strongly affect employee performance which is established as (beta value=.874, t=.977, P<.000). The results of the regression analysis indicate a strong positive effect of Human Resource management practices on employee performance. The beta value of 0.874 suggests that for every unit increase in Human Resource management practices, there is an estimated 0.874 unit increase in employee performance. The t-value of 0.977 indicates that the effect of Human Resource management practices on employee performance is statistically significant. The research concluded that recruitment processes, training programs, and reward management statistically and significantly affect employee performance. There was a strong correlation between human resources management practices and employee performance in Sironko District Local Government. The study recommended that Sironko DLG should enhance its reputation in recruitment by combating behaviors that undermine the appointment of employees on merit such as bribery, personal connections, forgery of academic documents, and favoritism. This can be attained through strong and safe reporting of these vices, executing Auditor general recommendations, and conducting Human resource audits. The study suggested Sironko DLG departmental heads should prioritize a well-defined employee performance management strategy comprising clear goals and consistent staff appraisal to identify individual employee training needs. A designated annual training budget should be known to the employees as well as the criteria for accessing these bursaries for further career development. The study proposed that employees shouldering extra responsibilities in caretaker positions should be given their allowances. Employees should be rewarded based on their performance in both monetary and non-monetary ways.