Human capital management and employee performance in property management companies in Uganda: a case study of Broll Uganda limited.

Abstract

The study examined the relationship between human capital management and employee performance in property management companies with specific interest in Broll Uganda Limited. It was guided by three objectives, i) to examine the relationship between training & development and employee performance in Broll Uganda Limited, ii) to assess the relationship between performance management and employee performance in Broll Uganda Limited and iii) to assess the relationship between compensation and employee performance in Broll Uganda Limited. The study adopted a cross-sectional survey design which employed both quantitative and qualitative methods. The study population was 80 and a sample size of 66 respondents of which only 60 participated. Results revealed that Broll Uganda Ltd’s human capital management has a statistically significant positive relationship with employee performance since all p values were below the alpha of 0.05 and as such the null hypothesis was rejected. In conclusion, the study notes that is a moderate positive relationship (Pearson's r = 0.413, p = 0.01) between training & development and employee performance in Broll Uganda Ltd. It was indicated that there is a high positive relationship (Pearson's r = 0.651, p = 0.01) between performance management and employee performance in Broll Uganda Ltd and there is a moderate positive relationship (Pearson's r = 0.456, p = 0.01) between compensation and employee performance in Broll Uganda Ltd. The results show that the most contributing factor to employee performance in Broll Uganda Ltd is performance management. The study concluded that there is a positive significant relationship between human capital management and employee performance in Broll Uganda Limited since all its measures had significant values below 0.05. The study suggests that the supervisors and line managers should strengthen the practical execution of on-the-job training programs within the property management agency. Management should foster a culture that actively supports and encourages employee development. Consider creating clear career paths and opportunities for advancement within the company. It was also suggested that the HR department should enhance the performance management system by ensuring that clear performance expectations are set for all roles within the organization.